Mitsubishi Logistics
Environmental and Social Report2019Editorial Policy
The Mitsubishi Logistics Group (the “Group”) has issued
this Environmental and Social Report each year since fiscal
2007 to fulfill its accountability about the effects of its
business activities on society and the environment.
To disclose the goals, details and achievements of its
CSR activities from the perspectives of the Group’s CSR
management, this Report describes precisely and in aneasy-to-understand manner the promotion of CSR as wellas each of the seven core subjects described in the“Guidance on Social Responsibility” (JIS Z 26000, ISO
26000). This Guidance is a global standard for CSR
established by the Japanese Industrial Standards (JIS) andthe International Organization for Standardization (ISO).
Boundary of the Report and Reporting Period
Boundary of
the Report:

The Report covers Mitsubishi Logistics
Corporation (the “Company”) and Group
companies.

Reporting
Period:This Report covers our business activities for theperiod from April 1, 2018 to March 31, 2019. To
ensure comprehensive disclosure, however,certain relevant information regarding events that
occurred prior to and/or after this period havebeen included.

Publication Date
(Previous publication date: February 2019)
February, 2020
(Next planned publication date: February 2021)
Reference Guidelines
JIS Z 26000: 2012 (Guidance on Social Responsibility) ISO
26000: 2010 (Guidance on Social Responsibility)
Ministry of the Environment: Environmental Reporting
Guidelines (Fiscal Year 2012 Version)
Global Reporting Initiative (GRI): Sustainability Reporting
Guidelines (GRI Standards)

Contents
Editorial Policy and Contents

1

Top Message
Introduction of Businesses

2
4Promotion of CSR
Manifestation of The Three Principles of Mitsubishi’s Business 6
Management Philosophy and the Code of Conduct, etc.
Promotion of CSR for every employee; Emphasis on communication
9
Confirmation of major CSR activities
10

Organizational GovernanceCorporate Governance; Promoting the realization of
12
our corporate philosophy and strategies
Review of goals, standards, etc.; Entrenchment of the compliance of
13
standards, etc.; Confirmation of the implementation process of action plans

Respect for Human Rights
Improvement of awareness of human rights;
Respecting human rights through business activities

14

Appropriate Working Environment
Respect for labor-management relations; Employment and the importance 15of the employment relationship; Rewarding and friendly working conditions
Ensuring the safety of workers
18
Human resources development and training
19

Environmental Conservation
Reduction of CO2 emissions as a measure for
reducing climate change
Use of renewable resources; Contribution to therecovery of the eco-system

22
25

Fulfillment of Sincere and Fair Business Activities
Prohibition of unfair advantage in competition andpromotion of fair and open competition

26

Provision of Safe, High-Quality and Useful Services
Provision of socially and environmentally beneficial high-quality services 27
Promotion of disaster measures to maintain service functions 29

Contacts for Inquiries Regarding the Environmental and Social Report
CSR·Compliance Team, General Affairs Division,
Mitsubishi Logistics Corporation
Nihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku,
Tokyo 103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Coordination with Local Communities and International Society
Contribution to cultural activities; Contribution
through activities in local communities, etc.

Statement Supporting the UN Global Compact
Practice of the UN Global Compact’s 10 principles

36
37

Company Profile

Web

32

You may view some of the relevant data and the reference table for Global Reporting Initiative(GRI): Sustainability Reporting Guidelines (GRI Standards) on Mitsubishi Logistics’ Web site.
“Extended version”

https://www.mitsubishi-logistics.co.jp/english/csr/pdf/extended_version.pdf
HOME>CITIZENSHIP>Environmental and Social Report>Extended version“GRI Guidelines reference table”

https://www.mitsubishi-logistics.co.jp/english/csr/pdf/griguideline.pdf
HOME>CITIZENSHIP>Environmental and Social Report>GRI Guidelines reference table

Mitsubishi Logistics

Environmental and Social Report 20191

Top Message

Mitsubishi Logistics Group focuses onfriendly activities and engages inbusiness activities, contributing toaffluent and sustainable society.
Introduction
Mitsubishi Logistics continues to uphold its corporate
philosophy, which states, “Engage in sincere and fairbusiness activities to secure appropriate profits andpromote steady growth, appropriately compensating
our stakeholders while contributing to the realizationof an affluent and sustainable society.” To realize thiscorporate philosophy, the Group has stipulated theCode of Conduct.
Our Group companies work in cooperation tocarry out our logistics business both in Japan andaround the world, organically and comprehensively
managing each business area through our
information network, starting with our corewarehousing business, and including overlandtransportation, port and harbor operations, andinternational transportation. Our real estate businessfocuses on leased buildings constructed oncompany-owned property. Of especial note, theinvolvement of our logistics operations in every
industry countrywide provides a key function in theeconomic foundation as a highly public social
infrastructure not only under normal circumstances,
but also in case of natural disasters or otheremergencies. We continue to make the utmost effort
to support the daily lives of people everywhere andthe business activities of our customers at every levelof product procurement, production and sales.

First Year of the Management Plan (2019–2021)

Masao Fujikura
President

2

Mitsubishi Logistics

Environmental and Social Report 2019

The current fiscal year is the first year of theManagement Plan (2019-2021), which started in April
2019. Overseas, the U.S. economy continued tosteadily recover and a moderate recovery was seenin Europe. The economy in China also continued apick-up trend. The Japanese economy recovered
gradually as employment conditions, personal
consumption as well as exports steadily improved,
and investment in plant and equipment increased
moderately.

global environmentsincere and fairthe realization of an
In these circumstances, this plan is designed tomove forward with measures already under way,without changing the fundamental concept of
pursuing the growth potential in overseas businesses
while ensuring profitability in the domestic
businesses.
With the establishment of this new management
plan, we have defined the ideal image of the
Mitsubishi Logistics Group, the “MLC2030 Vision,”that we ought to pursue towards the year 2030.

The MLC2030 Vision
Contributing to the improvement ofcustomer’s value, we offer comprehensive
logistics solutions to the management ofcustomer’s supply chains, from procurement
to distribution/sales, as their partner.

The Group positions the new medium-term
management plan as the first stage to make a step
toward the achievement of the MLC2030 Vision, andhas chosen “Mitsubishi Logistics Group’s growthstrategy to be achieved through Innovation” as thesubtitle for the plan. We have already commenced
initiatives directed towards 2030.

Initiatives for CSR management
With the establishment of our Code of Conduct in
1997, we have clearly demonstrated our stance andapproach toward further enhancing our level ofadherence to relevant laws and regulations,disclosing appropriate corporate
information, addressing andresolving global environmental
issues, and providing safe,
high-quality and socially usefulservices. In addition, theCompany approved anddeclared in May 2014 its support

for the UN Global Compact, which is a set ofuniversally accepted CSR-related principles. The
Company considers complying with internationallyaccepted norms in the areas of human rights, labor,
the environment and anti-corruption as fulfilling its
social responsibility in its business activities andleading to an affluent and sustainable society. To
firmly instill this stance throughout the entire Group,
we have clarified that we promote CSR activities as a
specific strategy in the management plan, and haveincorporated such initiatives in specific measures.
Our logistics and real estate business activities
are deeply connected to society. To earn recognition
for the value of our existence as a member of society
and continue to grow in the future, the Group needs
to steadily implement the goals set forth in the plan.
In particular, taking into account the increased
demand for reducing natural disaster risk stemmingfrom the global increase in natural disasters, we arepromoting the construction of Disaster-Resistant and
Eco-Friendly Warehouses equipped with reinforced
disaster-prevention functions and enhanced global
environmental measures, as well as DisasterResistant and Eco-Friendly Office Buildings that have
similar functions. As part of this initiative, in
September 2014, the Nihonbashi Dia Building (ofwhich the lower floors are used as the Company’s
Head Office and trunk rooms) was completed,followed by the Seishin Distribution Center in Kobe in
March 2018, and the Ibaraki Distribution Center No.4
in Osaka in July 2018. We also intend to continue
initiatives for global environmental measures from theperspective of biodiversity.

Conclusion
As the Mitsubishi Logistics Group continues, now
and in the future, to place top priority on sincerity andfairness, supporting customers’ value creation basedon principles that give weight to the global
environment while fulfilling our responsibilities tosociety with stable growth, we ask for your continued
understanding and support.

Mitsubishi Logistics

Environmental and Social Report 20193

Introduction of Businesses
Residences
Office buildings

The Mitsubishi Logistics Group provides high-quality services tosupport people’s affluent lives and corporate activities throughthe Logistics segment businesses centering on the warehousing
and distribution business and the Real Estate segment
businesses centering on the leasing of buildings.

Retail facilities

Real estate development
and leasing
Warehouses anddistribution centers

Air transportation

Domestic

Port and harbortransportation
Oceantransportation
Trunk room
service
Overlandtransportation
Trucking and railway
transportation
Logistics information system

Logistics services
Warehousing and Distribution BusinessWe are able to meet a broad range of customized logistics needs through thefull integration of warehouses and distribution centers, which are located atmajor ports and key inland transportation areas nationwide; our transportationand delivery networks; and the logistics information systems that organically link
them. In this business, fixed temperature storage and refrigerated warehouses
for pharmaceuticals and fresh and processed foods are sufficiently offered inaddition to ordinary warehouses for room temperature storage to ensure theprovision of safe and efficient storage/distribution processing/delivery services
using our original information technology and the latest facilities. Meanwhile, we
strive to reduce the environmental impact bypromoting green management. Furthermore, we
are active in the construction of advanced
facilities that aim to coordinate with local
communities under the concept of DisasterResistant and Eco-Friendly Warehouse equippedwith a solar power generation system andemergency power generators. One such model
warehouse is the Seishin Distribution Center in
Kobe, which was completed in March 2018, andanother is the Ibaraki Distribution Center No. 4 in
Osaka, which was completed in July 2018.

4

Mitsubishi Logistics

Environmental and Social Report 2019

Overland Transportation Business
In Japan, we extend and reinforce the optimal distribution system for each customer
through a tactical combination of our national, trunk-line transit network, which is
supported by Ryoso Transportation within the Group and excellent local counterparts,
and independent collection and delivery services linking local areas. We have
expanded our transportation service for small-quantity, joint delivery needs especiallyfor foods and pharmaceuticals. In addition, we offer cargo feature-specific, diversified
transportation/delivery services including ocean freight container transportation forimport and export cargo and the transportation of heavy goods such as plant facilities.
Moreover, we endeavor to realize eco-friendly, safe and secure transportation services
by drawing on our information technology and promoting green management.
Furthermore, with the start of the “DP-Cool,” a high-quality pharmaceuticals delivery
service with temperature control provided by Dia Pharmaceutical Network Co., Ltd.,
our subsidiary that specializes in the delivery of pharmaceuticals, we strive to realize
the further sophistication of transportation quality.

Real Estate BusinessWe are involved in the real estate business in all six major cities of Japan—Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Fukuoka. In addition to activities such as
the redevelopment of properties based on the optimum application of each
property’s features and the leasing of approximately 50 real estate facilities (offices,
retail facilities and residences), totaling almost 900,000 m2 of total floor space, we
are involved in the sales of condominiums. We are also active in developing
Disaster-Resistant and Eco-Friendly Office Buildings, which will help our customers
enhance their business continuity and reduce their environmental burden.

Air transportation
Import/Export

Customs clearance

Oceantransportation

Port and harbortransportation

Shipping-related
operations

Port and Harbor Operation BusinessWe provide secure high-quality logistics services including
container terminal operations for integrated port and harbor
operations at all major Japanese ports, namely Tokyo,
Yokohama, Nagoya, Osaka, Kobe and Hakata, to meet every
kind of customer need. We also offer a wide range of othermarine shipping related services such as importing/exportingof vessels, ship registration, and agency operations for
special ships such as oil-drilling rigs.

Overseas

Shipping Agent andOverlandtransportation
Trucking andrailway transportation

International Transportation BusinessIn response to increasingly diversifying customers’ logistics
needs, we propose optimum transportation routes door-todoor worldwide tailored to every customer’s request by taking
advantage of our global network and a variety of transportationmeans such as vessels, aircraft, railway and trucks. Meanwhile,
our overseas operating bases provide comprehensive logistics
services such as cargo transportation, customs clearance andstorage of goods, as well as logistics related support services
such as consulting on legal
systems and procedures in
the respective areas forcustomers who plan tolaunch into foreign markets.
Furthermore, we will not limit
ourselves only to transport
operations, and will further
promote worldwide ourlogistics know-how, which
the Company has
accumulated over its historyof more than 130 years.

Mitsubishi Logistics

Environmental and Social Report 20195

Promotion of CSR
The Mitsubishi Logistics Group utilizes the “Guidance on Social Responsibility,” complies with the “seven principles
of social responsibility”* in the practice of its social responsibility and strengthens various activities categorizedunder the seven core subjects of social responsibility. Each core subject is of equal priority, and is equally important.
The Mitsubishi Logistics Group streamlines an integrated mechanism (with components such as philosophy,
principles, policies, systems, dialogue and confirmation) to ensure that a socially responsible corporate culture
exists within the Group and is conducted through the practice of CSR-based activities, aiming to increase its
corporate value.
* See the chart on the right.

April 2019 Employee Welcoming Ceremony

Manifestation of The Three Principles of Mitsubishi’s Business
Management Philosophy and the Code of Conduct, etc.
Mission, Vision, Sense of Values, Principles and the Code of Conduct
The Three Principles of Mitsubishi’s Business Management Philosophy (“Sankoryo”)
The Mitsubishi Sankoryo is a managerial creed articulated by the fourth president of the Mitsubishi organization,
Koyata Iwasaki. The Sankoryo serves as a basic philosophy of an internally and externally open group being sharedby the constituent Mitsubishi Group companies that are independent from each other.

The Three Principles of Mitsubishi’s Business Management Philosophy“Shoki Hoko”“Shoji Komei”“Ritsugyo Boeki”

Corporate Responsibility to Society

Integrity and Fairness

Global Understanding through Business

Strive to enrich society, both materially andspiritually, while contributing toward thepreservation of the global environment.

Maintain principles of transparency
and openness, conducting businesswith integrity and fairness.

Expand business, based on an
all-encompassing global
perspective.

Code of Conduct
We have established the following Code of Conduct to realize our corporate philosophy ( see page 2: Top Message)
based on the spirit of the Three Principles of Mitsubishi’s Business Management Philosophy.

Code of Conduct
We engage in business activities to secure appropriate profits and promote steady growth, appropriately compensating
our employees and stockholders while contributing to the realization of an affluent and sustainable society.
1. We shall comply with laws, ordinances and rules that enable us to honestly and fairly carry out business activities without deviating fromsocial norms.
2. We shall appropriately disclose corporate information in a timely manner to enhance broad communications with society.
3. We shall continue to have no contact or relations with any antisocial forces that might pose a threat to the public order and safety of civil society.
4. We recognize the importance of environmental issues and shall actively cooperate with diverse activities for environmental preservation.
5. We shall provide people with safe, high-quality and socially valuable services, and endeavor to conduct social contribution projects as a “goodcorporate citizen” while taking into account coordination with local communities and international society.
(Established on December 16, 1997, and revised on August 29, 2005) Each subsidiary shall establish its own Code of Conduct in compliance with this Code of Conduct.

Stakeholders recognized by the Mitsubishi Logistics Group
Enhance our commitment to customer satisfaction,
earning our customers’ trust through high-quality
logistics and real estate services.
Aim to manage internal information strictly anddisclose information at the appropriate time and in
the appropriate manner, in accordance with the law.

Shareholders& investors

Develop common interests with local
communities as a good corporate citizen.

6

Mitsubishi Logistics

Customers

Environmental and Social Report 2019

Employees

Provide ideal working environments while ensuring
the safety and professional growth of the employee.

Mitsubishi
PublicLogistics administration
Group

Local
communities

Suppliers

Perform fair business activities by complying
with laws, rules and social norms.

Sincere and fair business activities
based on mutual trust.

Seven Principles of Social Responsibility
An organization
should respect humanrights and recognize
both their importanceand their universality.
An organization
should respect
international normsof behavior, while
adhering to theprinciple of respect
for the rule of law.

Seven Core Subjects of Social Responsibility and
Their Expressions in the GroupAn organization should betransparent in its decisions

Coordination with
Local Communities andInternational Society

Respect forTransparency and activities that have
impact on society and thehuman rights
environment.

Accountability

Respect for An organization
should beinternational
accountable for its
norms of impacts
on society
behavior
and theEthicalbehavior

An organization
should behave
ethically at all
times.

Observance of
these principles

Provision of Safe,
High-Quality and
Useful Services

ConsumerIssuesenvironment.

An organization should
accept that respect for Respect for
the rule of law is the rule of law
mandatory.

Respect for
stakeholderinterests

An organization should
respect, consider andrespond to the interests of
its stakeholders.

(Source: Edited by the Company based on the “Guidance on Social Responsibility (JIS Z 26000)”)

Holistic
approachCommunity
Involvement
Human
and
RightsDevelopment
Organizational
Governance
Organization

Respect for
Human Rights

Labor
Practices

Appropriate
Working
Environment

Fair Operating
The
Practices
Environment
Fulfillment of Sincere andFair Business Activities

Interdependence

Environmental
Conservation(Source: Prepared with partial modification by the Company basedon the “Guidance on Social Responsibility (JIS Z 26000)” chart)

Environmental Policy
The Mitsubishi Logistics Group has formulated the Environmental Policy to clearly present its Group-wide stance on
consideration of the global environment based on our “Code of Conduct.”

Environmental Policy
The Mitsubishi Logistics Group recognizes the importance of environmental issues, promoting activities for environmental preservation
through corporate activities that are friendly to the environment while contributing to the realization of a sustainable society.
1. We comply with laws and regulations relating to the environment.
2. We endeavor for the training and enlightenment to raise the awareness of executives and employees about the environment and positively
commit ourselves to environmental preservation activities with the recognition that involvement in environmental issues is indispensable toour corporate activities.
3. We strive to restrict our environmental impact by efficiently utilizing the resources and energy that are essential to our business activities,
implementing eco-friendly logistics equipment and facilities, purchasing eco-friendly goods and promoting the reduction of waste volume andrecycling.
4. We regularly verify our initiatives regarding environmental issues to continually improve our involvement.
(Established on December 29, 2006)
5. We make the Environmental Policy known to all parties affiliated with the Group and disclose it publicly.

Environmental Voluntary Plan
We have formulated the MLC-Group Environmental Voluntary Plan as a specific policy pertaining to the Environmental
Policy to review and implement specific measures in view of “measures to address future strengthening of regulations”
and “maintaining and ensuring the competitive edge of our businesses.”
The specific measures of the guidelines include efforts related to facilities and equipment such as implementation ofsolar and wind power generators and greening of rooftops and walls, and efforts related to handling equipment andvehicle including enforcement of idling-stop practice and eco-driving, as well as selection of environment-conscious
suppliers. Based on these measures, the Group promotes Group-wide environmental measures including appropriate
responses to laws and regulations.
Our Declaration of Quality
Our Group has formulated “Our Declaration of Quality” to be an enterprise that grows by gaining the trust of
stakeholders including customers in accordance with the “Code of Conduct.”

Our Declaration of Quality
Mitsubishi Logistics Corporation works hard to ensure that our corporate activities help to create an affluent and sustainable society.
Providing services that are safe, high-quality and of benefit to society is one of the most important pillars supporting our corporate
activities. It is with this in mind that we strive continuously for quality improvement.
1. We always think from the customer’s standpoint and listen to the customer with sincerity, working to provide quality services that will win thetrust and satisfaction of all our customers.
2. We abide by the relevant laws and regulations, and by conducting periodic inspections and implementing improvement efforts daily in theareas of safety and quality, our Group-wide quest is to achieve constant quality improvement.
3. We value communication and endeavor to provide an energetic work environment in which each member of the Company can be motivated(Established on September 1, 2008)
by sincerity and pride to strive for quality improvement.

Mitsubishi Logistics

Environmental and Social Report 20197

Promotion of CSR

The MLC2030 Vision
We have newly established the MLC2030 Vision as theideal image of the Mitsubishi Logistics Group in 2030
( see page 3: Top Message).
Our growth strategies aimed at achieving this vision
are as follows.

1. Establish a customer-oriented support system
The Group will establish a customer-oriented support systemwith a focus on the medical/health care, food/beverage, andmachinery/electrical machine industries as priority areas, and willtake on comprehensive supply chain challenges as thecustomer’s partner. Through these efforts, the Group will seek toexpand its business domain and boost its market share.
2. Expand overseas businesses
The Group will move forward with system enhancements to
support customer supply chains in the medical/health care andfood/beverage industries and strengthen its forwarding businesswith demand for high-quality cold chains*1 expected to grow ina number of regions such as Southeast Asia (ASEAN).
*1 Services providing uninterrupted temperature-controlled
transport and distribution for refrigerated goods.

The MLC2030 Vision
Contributing to the improvement ofcustomer’s value, we offer comprehensive
logistics solutions to the management ofcustomer’s supply chains, from procurement
to distribution/sales, as their partner.

3. Secure stable profits in the port and harbortransportation and the real estate businesses
The Group will further enhance the competitiveness of the port
and harbor transportation business by leveraging its cargohandling services, which ranks the highest globally for efficiency,
while at the same time developing commercial complexes andfacilities and boosting its operational capability in the real estatebusiness. By doing so, the Group will seek to secure stableprofits.
4. Improve operational processes and further
utilization of new technologies
The Group will review the operational processes of all businesses
and facilitate efficient operations by utilizing new technologies
such as IoT, AI and robotics. Through these efforts, it aims to
improve service quality and production efficiency.
5. Strengthen the Group management base
The Group aims for growth by strengthening costcompetitiveness through organizational management across theCompany and its Group companies and securing/developing
human resources, particularly in the priority areas.

Management plan (2019–2021)
The following is an outline of the plan.
1. Positioning of the New Medium-termManagement Plan (2019-2021)
The Group has established the New Medium-termManagement Plan (2019-2021) as its first step inachieving the MLC2030 Vision. We will implement thefollowing measures during the three fiscal years from
FY2019 to FY2021.
1. Strengthening the business foundations of
the priority areas
2. Establishing a system that leverages newtechnologies
3. Maintaining competitiveness in the port
and harbor transportation business4. Developing commercial complexes and otherfacilities for the real estate business andimproving the organizational structure thereof tostrengthen operational capabilities
5. Bolstering production efficiency through more
efficient operational processes and other means
6. Improving operational conditions to reform
workstyles and create innovation
7. Increasing shareholder returns
8. Promoting CSR-oriented management8

Mitsubishi Logistics

Environmental and Social Report 2019

2. Financial targets
Figures of consolidated business results
Operating Operating
revenueincomeActual results for
FY2018Targets for
FY2021(Unit: ¥billion)

Ordinary
income

227.1

12.6

17.3

240.0

14.5

17.1

Consolidated operating revenue

Consolidated operating income(Unit: ¥billion)
300(Unit: ¥billion)
20.0

227.1

240.0

200

15.0

12.6

14.5

10.0
100

0

5.0

FY2018 (results) FY2021 (targets)

0

FY2018 (results) FY2021 (targets)

3. Financial strategy
With respect to the raising of funds for new investments,
the Group seeks to boost its financial leverage through arange of measures such as borrowings and the issuanceof corporate bonds, while following the principle ofmaintaining financial soundness.
4. Investment plan
During the plan period, the Group plans to makeinvestments totaling ¥100.0 billion (¥50.0 billion inlogistics and ¥50.0 billion in real estate).

Web

Promotion of CSR for every employee
CSR & Compliance Handbook

You may view the news releases on the actual performancedata on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Information disclosure

The Group prepared the Mitsubishi Logistics GroupCSR & Compliance Handbook (63 pages in A5 format)
to nurture the awareness of each
employee on CSR and compliance.
The handbook was distributed to all
executives and employees within theGroup in January 2012 for their dailyreference.
We position the handbook as astarting point to help them address
small questions and significant issues
CSR & Compliancein their routine business operations.
Handbook

We have an IR information page on the official Company website.
We use the information page to provide IR information, suchas management planning and policy, stock information, an IR
calendar, financial data, and IR information such as flash report,
securities report, English version of annual report, business
report, and consolidated results briefings.
We also have an English version of the IR information pageavailable for overseas shareholders and investors, and areworking towards more access to information disclosure foroverseas and international stakeholders.

CSR and Compliance Awareness Survey

Easy-to-understand shareholders’ meetings
When we hold a shareholders’ meeting, we strive to provide
easy-to-understand information for the convenience of attending
shareholders by using video business reports with narration.
Results briefing
Company holds results
briefings twice a year (Mayand November) for investors
and analysts. In addition to
the explanation of the settled
accounting results, the top
management of the Company
explains management policies Results briefing for analysts
and the progress ofmanagement plans, conducts Q&A and transmits a variety ofmanagement information. We are active in encouraging dialogue
with market players not only through transmission of theinformation desired by investors and analysts but also by
integrating the feedback of useful views therefrom in our actual
business judgment.

The Company and domestic Group companies provide
Web-based surveys on awareness based on the
Mitsubishi Logistics Group CSR & ComplianceHandbook and the Environmental and Social Report todisseminate the understanding of CSR and compliance.
The surveys aim to increase employees’ awareness byproviding occasions in which every employee thinks offamiliar issues and finds the answers.

Training on CSR and Compliance
As measures to address the status of compliance with the Codeof Conduct and any issues noted in the internal audit results, we
endeavor to establish good working environments bydisseminating and entrenching our corporate philosophy andthe Code of Conduct and promoting CSR.
As for compliance, we hold training sessions concerningcompliance with the Act against Delay in Payment of
Subcontract Proceeds, etc. to Subcontractors with an emphasison training and confirmation regarding the methods for
managing and handling relevant documents, and the obligations
and prohibitions of the main subcontracting enterprise.
Web

Actual performance data on the CSR and compliance awarenesssurvey and the training on CSR and compliance can be viewed
on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Emphasis on communication
Timely and appropriate news releases
As the Group emphasizes the principles of social
responsibility such as accountability and transparency
in organizational decision making, news releases on
business activities are disclosed at the appropriate timeand in the appropriate manner.

Dialogue between shareholders/investors, analysts and top management

Web

You may view the materials for the results briefing on
Mitsubishi Logistics’ Web site in the IR Information page.
HOME>INVESTOR RELATIONS>IR Information>Presentation

Internal reporting system
To ensure early detection of actions that violate legal
ordinances or corporate regulations, as well as actions that are
in danger of violating such rules, the Mitsubishi Logistics
Group has established a corporate ethics help line (Contact:
CSR·Compliance Team, General Affairs Division) as an internal
whistleblowing and consultation mechanism to reinforce
compliance management.
To raise the degree of recognition and encourage use of
the system, at the time of the “Check of the Compliance of theCode of Conduct” in December 2018 we checked whether all
executives and regular employees of the Group were familiar
with our internal reporting system and whether they intended
to use the system. Consequently, it was confirmed that almost
all the respondents expressed an affirmative opinion,suggesting widespread recognition of the system.
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Environmental and Social Report 20199

Promotion of CSR

Confirmation of major CSR activities
The Group is committed to CSR activities so that socially responsible behavior will be disseminated among
employees as part of a willing cooperate culture.
Checklist for the confirmation of major CSR activities

Core subjects

Objectives/Goals

Organizational
Governance

Promoting the realization of our corporate
philosophy and strategies Review of goals,
standards, etc.

Reinforce CSR and compliance

Respect for Human
Rights

Improvement in the awareness of human rights

Respect human rights

Rewarding and friendly working conditions

Demonstrate every employee’s personality and competence,
undertake necessary security procedures, and support thecoexistence of employees’ working life and home life

Ensuring the safety of workers

Ensuring the safety of workers

Human resources development and training

Develop competent human resources who meet the requirementsof global human resources and who can manage global operations

Reduction of CO2 emissions as a measure for
reducing climate change

Further reinforce environmental countermeasures

Use of renewable resources

Preserve resources by reducing the environmental
impactContribution to the recovery of the eco-system

Implement global environmental measures frombiodiversity perspectives

Prohibition of unfair advantage in competition andpromotion of fair and open competition

Reinforce CSR and compliance
Upgrade information security management

Provision of socially and environmentally beneficial
high-quality services

Improve service quality

Promotion of disaster measures to maintain service
functions

Maintain infrastructure in case of disasters

Contribution to cultural activities

Contribute to cultures in local communities, etc.

Contribution through donations, etc.

Support to victims of disasters

Appropriate
Working
Environment

Environmental
Conservation

Fulfillment ofSincere and Fair
Business Activities

Provision of Safe,
High-Quality and
Useful Services

Coordination with
Local Communities
and International
Society

10

Tasks

Mitsubishi Logistics

Environmental and Social Report 2019We summarize hereunder the setting of “Objectives/Goals,” the planning of “Activity process” and the confirmationof “Achievements/Results” with regard to major CSR activities that are categorized under the Seven Core Subjects inaccordance with the “Guidance on Social Responsibility” guidelines.

Activity process (Plan)

Achievements/Results

Division/Chamber/
Branch and/or Group
companies in charge

Disseminate the corporate philosophy and the management plan.
Deliberate how to promote CSR at the CSR and Compliance Committee.
Strive to improve the understanding of the Code of Conduct and the awarenessof compliance.

Review of the previous management plan and establishment of the new management plan
Worksite meeting held every month (dissemination of our corporate philosophy
and our Management Plan).
Mar. 2019: Held the CSR and Compliance Committee meeting (for CSR promotion).
FY2018: Check for compliance with the Code of Conduct; Number of participants: 4,291.
FY2018: Compliance Awareness Survey; Number of participants: 3,399 (Web-based check).

General Affairs Division
Personnel Division
Planning & Business
Coordination Division
Other Divisions, Chambers
and Branches

FY2018 Human rights awareness training; held with 58 participants.

Personnel Division

Self-declaration once a year and interviews for appraisal conducted three times ayear.
Conducted “Health Promotion” seminars and annual health checkups.
FY2018 beneficiaries of the child-care leave system: 13 persons; beneficiaries of
the general care leave system: 34 persons.

Personnel Division

Monthly convening of Industrial Safety and Health Committee.
Number of serious industrial accidents in the Port and Harbor Operation Business:zero.

Personnel Division
Harbor Transportation
Business Division
Branches

FY2018 logistic training with 229 participants.
Securing opportunities to take training programs through e-learning courses.

Personnel Division

FY2018: The existing lighting devices (around 790 units in total) at our warehouses
were changed to LED lighting.

Technical Division
BranchesStarted operation of solar power generation equipment at the Ibaraki Distribution
Center No. 4 in Osaka in July 2018, with a total output of 169 kW.
Since Mar. 2016: The Eitai Dia Building has been certified as a “Near-Top-Level
Facility” under the Tokyo Metropolitan Environmental Security Ordinance.

Warehousing and Distribution
Business Division
Real Estate Division
Technical Division
Branches

Conduct reforestation through volunteer activities and donations as a partnerof reforestation of Kanagawa Prefecture.

Oct. 2018: Reforestation activities held with 32 participants.

General Affairs Division Tokyo
Branch Yokohama Branch

Hold training sessions for the compliance of the Act against Delay in Payment
of Subcontract Proceeds, etc., and the prevention of insider trading.
Distribute information security questionnaires to disseminate the awarenessof security.

FY2018: Lecture for compliance with the Act against Delay in Payment of
Subcontract Proceeds, etc.; Number of participants: 1,879 (Web-based check).
FY2018: New employee training on Prevention of Insider Trading; Number of participants: 59.
Number of respondents to the FY2018 Information Securities Questionnaire: 3,431.

Take specific initiatives for quality improvement at each of the operating sites,
subsidiaries and affiliates.
Reestablish our information systems for warehousing and distribution center
operations to improve the quality of logistics.

Held regular quality improvement conferences.
Quality education at monthly safety conferences and information exchanges atregular conferences with customers conducted.
Commendation system for improvement activities was carried out.
Following the implementation of a new warehousing and distribution center operations system(G-MIWS) was completed on offices during the first half of FY2017, we constructed support systems.

Strive to disseminate the awareness of respect for human rights among all
employees by establishing a dedicated promotion system.
Conduct education on human rights.
Streamline the personnel system in the pursuit of creating worksites where
employees can demonstrate their personality and competence.
Execute industrial safety and health-related measures to maintain andenhance employees’ health.
Promote a work-life balance to support the sound development of the next-generation children.
Work on industrial safety and health-related activities among operating basesin an aim to prevent industrial accidents.
Promote the prevention of industrial accidents and conduct periodic disasterprevention drills and meetings in the Harbor Transportation Business Division.
Endeavor to develop human resources that can contribute not only tocorporate growth but also to social development.
Promote the construction of Disaster-Resistant and Eco-Friendly Warehouses andDisaster-Resistant and Eco-Friendly Office Buildings, which focus on ensuring business
continuity in case of a disaster and considerations for the global environment.
Enhance the shift of existing lighting devices to LED lighting.
We promote the implementation of large-scale solar power generationequipment in existing equipment in line with the government’s policy ofenhancing the use of renewable energy.
Expand the use of environmental-friendly vehicles for company vehicles.
Promote the reduction of waste.

Deepen people’s understanding of the logistics of relief supplies in case oflarge-scale disasters.
Pursue additional designations of our facilities as support/relief goods logistics
base facilities, which is a concept primarily advocated by the Ministry of Land,
Infrastructure, Transport and Tourism.
Thoroughly implement disaster prevention measures at facilities.

Hold supporting events for reconstruction from the Great East Japan
Earthquake.
Hold activities that aim to coordinate with local communities and internationalsociety.

Raise and provide relief funds for disasters that happen in Japan andoverseas.

Total number of designated support/relief goods logistics base facilities: 11.
Fire prevention inspection patrols in facilities of the Company and the Group were conducted (annually).
[Sapporo Distiribution Center, Tokyo Branch]
Oct. 2018: Awarded the Logistics Grand Prize by the Japan Institute of Logistics Systems.
Nov. 2018: Awarded the Excellent Green Logistics Commendation (Minister of Economy,
Trade and Industry Commendation) by the Green Logistics Partnership Conference.
[Yokohama Bay Quarter]
Aug. 2018: Held the “Charity Ennichi (Street Fair).”
Aug. 2018: Held the “Radio Exercise.”
Held running club events (monthly)
Mar. 2019: Received the 9th Kanagawa Tourism Grand Prize Special Recognition
Award for our involvement in the Minato Yokohama Yukata Festival.
[Nagoya Branch]Installed flower beds in the greenbelt near Nagoya Station.
[Osaka Branch]Participated in blood donation activities together with customers.
[Kobe Harborland]
Harborland Cleanup Movement (monthly)[Kobe Harborland umie]
Feb. 2019: Engaged in a joint fire drill with the Kobe Chuo Ward Fire Station.
[Stream Sidewalk, Kobe Harborland umie]
Sep. 2018: Received the President’s Award, Parks & Open Space Association ofJapan at the 34th City Parks Contest.
Dec. 2018: Received the Prefectural Governor’s Award at the 20th Human-sized Town Development Awards.
Jul. 2018: Provided relief funds for local disaster victims of the July 2018 torrential
downpour disaster (West Japan).
Sep. 2018: Provided relief funds for local disaster victims of the Hokkaido Eastern
Iburi Earthquake.
Mitsubishi Logistics

General Affairs
Division
Information
Systems Division
Planning & Business
Coordination Division
Personnel Division
Warehousing and Distribution
Business Division Information
Systems Division
Branches
General Affairs
Division
Warehousing andDistribution Business
Division Technical
Division Branches

Real Estate
Division
Yokohama Dia
Building
Management
Corporation
Nagoya Branch
Osaka Branch
Kobe Branch

General Affairs Division
Other Divisions, Chambers
and Branches Group
companies

Environmental and Social Report 201911

Organizational GovernanceTo ensure socially responsible positive decision making, it isnecessary to establish organizational processes to optimally utilize
the Group’s philosophy, strategies and standards.
As for organizational governance, the Group recognizes andstrengthens such issues as “Promoting the realization of our corporate
philosophy and strategies,” “Entrenchment of the compliance ofstandards, etc.,” “Confirmation of the processes of implementation foraction plans” and “Review of goals and standards, etc.”

Corporate Governance

Promoting the realization of ourcorporate philosophy and strategies

Basic stance
The Company recognizes the enhancement ofcorporate governance as a significant business issue
that will enable us to carry out our social mission andresponsibilities as a publicly listed company and to aim
for sustainable growth and development. Accordingly,
we are endeavoring to boost corporate governancethrough multiple initiatives, such as: enhancing thefunction of the board of directors and board of auditors
by appointing outside directors and auditors;
establishing an internal control system through drafting
the rules of conduct for our executives and employees,
setting up the Internal Control Committee, the CSR
and Compliance Committee, and enhancing an internal
audit system; instituting a risk management system via
the Risk Management Committee; and, finally, by
reinforcing disclosure through the early publication offinancial statements. ( See the chart of corporate
governance system below)
Chart of corporate governance system

General Shareholders Meeting
Board ofDirectors

Corporate Board of Corporate
Auditors
Auditors

Independent
AuditorCorporate Auditors’
Chamber

Executive Committee(Consultative bodyconsisting of directors
with special titles)

General Managers’
Meeting

Group Management
Meeting

Chairman of the Board
President
Managing Directors
Internal Control
Committee

Respective Divisions, andChambers of the Head Office
6 branches
55 subsidiaries (including
21 overseas subsidiaries)
15 affiliates

Internal Audit
Department

May 2018: Group Management Meeting

CSR and Compliance
Committee
Risk Management
Committee

Disseminating the corporate philosophy
and the management plan (Basic Strategy)
The Group has expressed the goal of “contributing to
the realization of an affluent and sustainable society” in
its corporate philosophy ( see page 2: Top Message)
to make its intent of strengthening social responsibility
known to every party concerned within the Group.
To facilitate this goal and achieve the MLC2030
Vision ( see page 8), the Company is engaged in thefollowing specific measures in its management plan,and endeavors to disseminate them at worksite
meetings and other occasions.

Specific Measures
1. Strengthening the business foundations of the priority areas
2. Establishing a system that leverages new technologies
3. Maintaining competitiveness in the port and harbortransportation business4. Developing complexes and other facilities for the real estatebusiness and improving the organizational structure thereof tostrengthen operational capabilities
5. Bolstering production efficiency through more efficient
operational processes and other means
6. Improving operational conditions to reform workstyles andcreate innovation
7. Increasing shareholder returns
8. Promoting CSR-oriented management

In executing the Specific Measures above, the Group
complies with the seven principles of social responsibility
under the Guidance on Social Responsibility. The Group
companies have stipulated the Code of Conduct in linewith the seven principles, and their employees strive toself-check and confirm their behavior by using the CSR& Compliance Handbook.

Worksite meeting (Osaka Branch)

12

Mitsubishi Logistics

Environmental and Social Report 2019

Worksite meeting (Kobe Branch)

Review of goals, standards, etc.
Deliberating at the CSR and Compliance
Committee (meetings held in March)
To promote CSR activities in
the Group, the CSR andCompliance Committee wasestablished in September
2006.
In fiscal 2018, thecommittee met in March and
CSR and Compliance Committee
deliberated on the reports
and revisions regarding CSR
activities in accordance with the Guidance on Social
Responsibility, which is used as the basis for theEnvironmental and Social Report, as well as on the
improvement of compliance based on the self-check of thestatus of complying with the Code of Conduct.

Entrenchment of the complianceof standards, etc.
Disseminating the awareness ofcompliance
The Group endeavors to disseminate the awareness ofcompliance based on corporate ethics in every employee
through the employee’s self-check on the status of complying
with the Code of Conduct, which was formulated as the social
norms for employees in executing their duties, as well as bythoroughly promoting training on compliance.
The self-check on the status of compliance previously
targeted the Company and domestic Group companies. Effectivefrom fiscal 2013, the scope of the self-check has been extended
to cover overseas Group companies using English texts.
Web

Actual performance data on the compliance situation of
the Code of Conduct may be viewed on Mitsubishi
Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Business processes are confirmed via
internal audit
The internal audit of the Company is performed mainly by the
Audit Division in accordance with the internal audit regulations
and the internal audit plan. The audit operation is supported
by branch auditors and audit assistants positioned at Head
Office and respective branches. The purpose of the internal
audit is to precisely grasp the status of corporate affairs andthe financial position so as to be of help for management’s
prevention of fraud, errors and faults, and rationalization suchas improvement of business operations and raising operating
efficiency. The Audit Division reports the results of audits
regarding the Company and subsidiaries to the management
team. The General Affairs Division supports the follow-up
checks on any issues noted in the audit results, if any, andreports the results to the management team.

The Audit Division keeps close contact with the corporate
auditors and provides them with internal audit information tocooperate with the corporate auditors’ audits.

Confirmation of the implementation
process of action plans
Confirming the appropriateness ofoperations via internal control
The Board of Directors of the Company resolved the “Basic
Policy on the Improvement of an Internal Control System” toensure the appropriate execution of duties by executives andregular employees and the appropriateness of corporate affairs.
Furthermore, the Company improves the systems necessaryfor ensuring the appropriateness of financial reporting andprepares and submits the Internal Control Report regarding theevaluation of the effectiveness of internal control relating tofinancial reporting in accordance with the Financial Instruments
and Exchange Act.

Confirming the process for bonded operations, etc.,
under the Authorized Warehouse Operators’ Program
The Authorized Warehouse Operators’ Program, one of the AEO
Systems (*1), is a system for certifying managers of bonded
warehouses and bonded factories as authorized warehouse
operators after they meet set conditions concerning complianceand other regulations. These authorizations ensure preferential
treatment such as simplified procedures and exemptions frompermit fees, etc. and the Company received approval as an
authorized warehouse operator and further enhanced
compliance activities in customs-related processes and all otherimport/export services. In April 2016, the authorization has beenrenewed, and we will continue to strive to provide highly reliableand dependable logistics services for our customers.
Meanwhile, the Company, Group companies Monryo
Transport Corporation, Keihin Naigai Forwarding Co., Ltd., Ryoyo
Transportation Co., Ltd., Naigai Forwarding Co., Ltd., and Fuji
Logistics Co., Ltd. acquired certification as Authorized Customs
Brokers as of June 2017, September
2012, June 2014, April 2017, February
2018, and May 2018, respectively, underthe AEO System. An authorized customs
broker is a customs clearance operator
subject to various preferential privileges,
which is authorized by the customs office
to arrange for security management andcompliance regarding cargo. The
Company strives to further improve theCertificate of AEO Customs
quality of customer service going forward. Broker (The Company)*1. Systems that provide measures that ease and simplify customs
procedures for business operators who have constructed cargo
security management frameworks in compliance with laws andregulations, aiming both to secure and smoothen international
logistics security, as well as to enhance Japan’s international
competitiveness.
The policy for implementing and constructing AEO Systems is set
within the SAFE Framework of Standards to Secure and Facilitate
Global Trade adopted by the WCO (World Customs Organization).
Japan’s AEO Systems comply with said policy.
(Source: Japan Customs Web site)

Mitsubishi Logistics

Environmental and Social Report 201913

Respect for Human Rights
Respecting human rights is the basis for complying with laws andregulations and fulfilling social responsibility.
Regarding the respect for human rights, the Group recognizes andaddresses such issues as improvement of employees’ awareness ofhuman rights.

Apr. 2019: New employee training (general employees)

Improvement in the awareness ofhuman rights
Striving to disseminate the awareness ofrespect for human rights with every employee
by establishing a dedicated promotion system
The Company is committed to educating employees onhuman rights issues with the aim of creating a “positive
worksite atmosphere in which every employee’s human rights
are respected and personal competence and personality canbe fully demonstrated.”Specifically, every year the Company offers a humanrights awareness course for 1–2 hours in the stratified training
curriculum under the established human rights training
promotion system.
In fiscal 2018 a total of 58 employees participated in the
training for new employees.
At the training sessions, participating employees not only
listened lectures, but also exchanged views on diverse
concrete examples to deepen their understanding.
The Company endeavors to raise the awareness ofhuman rights by inviting slogans for human rights awarenesseven to loaned or dispatched staff members. In parallel withthis approach, we have established a helpline dedicated toharassment issues that takes initiatives to prevent or resolve
various worksite harassment cases.
Web

Actual performance data on human rights training canbe viewed on Mitsubishi Logistics’ Web site in“Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Respecting human rights throughbusiness activities
Outsourcing works to a provider of continuous
employment support service, where people
with disabilities are working
The Company outsources the digitalization process forin-house documents and data to Japan Church World
Service, Inc., Tokyo Itabashi Welfare Factory wherecontinuous employment support service is provided topeople with disabilities, who may have difficulties inconventional work settings.

14

Mitsubishi Logistics

Environmental and Social Report 2019

The Company considers that this outsourcing canhelp more people with disabilities to work on acontinuous basis and play active roles in society while
having independent lives.
Slogan for human rights awareness (some of slogans
Submitted to the Company)

Slogan for human rights awareness (Employees’ section)

Think about the other person’s feelings
Accept everyone’s individuality

VOICE

Reflection on the Human
Rights Awareness Training
Ayumi Watari
Tobishima Office, Nagoya Branch

In the human rights training, we divided into groups todiscuss our thoughts on how to respond to those withdisabilities, as well as differences in race and gender
based on examples of from our everyday lives. For
instance, in an example related to the human rights ofpeople with disabilities, we learned that treating aperson with disabilities with special care may beinterpreted as either good or bad depending on the way
the individual feels, even if the situation is the same. The
same is true in our own workplaces. At work, weinteract with a whole range of people, including coworkers, customers and employees of groupcompanies. Things that seem obvious to one person
may not be obvious to another, and the human rights
training made me feel that being aware of our own fixedideas and stereotypes is very important. It may bedifficult to get rid of these fixed ideas and stereotypes,
but I think it’s important that we try to reduce them even
if only a little.
From now on, I would like to engage actively incommunication with others at my workplace, andcooperate with those around me to build good
relationships. It would be great if we could create abetter workplace environment with people having
diverse values each making the most of their own
individuality and abilities.

Appropriate Working Environment
An appropriate working environment serves to stabilize employees’ living
standards, is the source of meaning in employees’ lives and is indispensable forsafety and health, productivity growth, human resource development and so forth.
Regarding the appropriate working environment, the Group recognizes andaddresses such issues as “Respect of labor-management relations,” “Employment
and the importance of the employment relationship,” “Rewarding and friendly
working conditions,” “Ensuring the safety of workers” and “Human resource
development and training.”

Respect for labor-management relations
Having close communications with thelabor union
The collective labor agreement entered into between the
Company and the Mitsubishi Logistics Union stipulates the
responsibility of the Company and that of the union as follows
on the stance of labor-management cooperation.
1. (Company’s Responsibility)
The Company shall proactively strive to maintain andimprove the working conditions and promote thewelfare of employees to improve the status of
employees and ensure stable livelihoods.
2. (Union’s Responsibility)
The labor union shall strive to maintain public order at
the worksite and promote the working capabilities of its
affiliated employees, as well as fully cooperate with theCompany for the growth of the Company’s businessbased on democratic foundations.

Labor-management consultations and negotiations arehandled at the Management Conference, which is attended byrepresentatives of both parties.
There are two types of Management Conference: the Central
Management Conference,
which is held between Head
Office and the union’s
headquarters, and the
Operating Site Management
Conference, which is held
between each branch andeach lodge. Each conference Operating Site Management
Conference (Tokyo Branch)meets once per month.

Employment and the importanceof the employment relationshipEndeavoring to ensure human resources systematically and stably
while respecting equal employment opportunities and diversity
In recruiting employees, our basic policy is to respect equal
employment opportunities and diversity.
In our recruiting activities, we have introduced an open
entry system without making any distinction as regards theschool of graduation or faculty that takes into account the fair

Entry Hall, Ibaraki Distribution Center No. 4, Osaka Branch

employment of applicants from a long-term perspective tosystematically and stably ensure human resources.
We offer a wide range of opportunities to both new andprofessional or experienced applicants by making the mostof the Company’s Web site and various kinds of PR media.
Status of employees

(as of the end of March 2019)

Status in fiscal 2018
Number of regular employees
4,466(consolidated)
Number of temporary employees
2,626(consolidated)*Group companies have no statistical data regarding employees’
average age and years of service.
Number of regular employees
926 (597 men / 329 women)(non-consolidated)
Average age (non-consolidated 40.0 years (men: 39.7 years; women: 40.5 years)
Average years of service
16.5 years (men: 15.8 years; women: 17.7 years)(non-consolidated)
Number of temporary employees
759(non-consolidated)
Status of new graduate recruits(joining the Company in April 2019)
University graduates 42
Male university
22
graduates
Female university
20
graduates
Postgraduate1
school graduate
Female postgraduate1
school graduate
Junior college/Vocational0college graduates
High school
4
graduates/Others
Total
47

Status of mid-career recruits(joining the Company between April 2018 and March 2019)
University graduates
5
Male university
3
graduates
Female university
2
graduates
Junior college/Vocational
3
college graduates
High school
6
graduates/Others
Total
14

Status of new graduate recruits retained
New graduate recruits joining
No. of recruits retained as of
the Company in April 2016
April 2019 (percentage)
Men and women total
40
38( 95.0%)Men
22
20( 90.9%)
Women
18
18
(100.0%)

Rewarding and friendly working conditions
Strive to improve the environment in which both
employees and the Company can raise mutual values
The basic philosophy of the Company’s personnel policy is toassist its employees to grow and improve their work-lifebalance and to assert that both employees and the Company
Mitsubishi Logistics

Environmental and Social Report 201915

Appropriate Working Environment

can raise mutual values through the sustainable growth of theCompany.
To realize this philosophy, the Company endeavors to
improve worksite environments so that employees candemonstrate their individuality and competence to the utmost
extent with improved motivation and better workplaceenvironments, through a variety of personnel and educational
systems.

Streamline the personnel system in the pursuitof creating worksites where employees candemonstrate their individuality and competence
The Company strives to improve worksite environments inwhich every employee can fully demonstrate his/herindividuality and competence.
Self-declaration system
According to the self-declaration system, the Company’s
employees declare their satisfaction rating with their current
duties and career plan among others, once a year. The
declaration includes the desired conditions of their next
workplace, etc., so that the Company may pay attention not
only to employees’ business duties but also to every
employee’s life plan. The content of the declaration is actuallyused for personnel transfers and the career development
program.
Evaluation and treatment of employees
The Company treats employees in accordance with fair,transparent and well-received appraisal systems. Directinterviews between managers and subordinates, which areheld three times a year (at the time of target setting, midyear
retrospection and year-end retrospection), are especiallyemphasized, enabling managers and subordinates to deepen
communication with each other. The evaluation results areused for an appropriate division of labor within the business
unit and advice on career planning.

Execute industrial safety and health-related
measures to enhance employees’ good healthTo effectively fulfill its obligation of safety, which is required ofevery corporation, the Company proactively takes initiatives
to maintain and promote employees’ health.
Regular medical checkup
A medical checkup is conducted once a year that focuses on
tests for lifestyle-related diseases. Although long working
hours have become a social problem in recent years, theCompany has implemented a framework to minimize thehealth risks of employees due to a heavy workload throughenhanced interview guidance from industrial physicians tothose with long working hours.
Health promotion
Health promotion seminars are held for the purpose ofmaintaining good health and improving the lifestyle ofemployees. At these seminars, in addition to lectures (onmental health and eating habit guidance) given by experts,
simple aerobics dance programs are offered to encourage
employees to engage in light physical exercise.

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Environmental and Social Report 2019

Involvement in mental health activities focusing on
precautionary measures and preventing recurrence
The Company considers it important to support every
employee in having a purposeful life by ensuring systematicand constant care for his/her mental health.
To promote mental health care in accordance with the“Guidelines for maintenance and promotion of mental healthfor workers” of the Ministry of Health, Labour and Welfare, theCompany has taken a variety of initiatives such as
reinforcement of in-house education and training, cultivationof dedicated staff in charge at operating sites, implementationof the stress check system following the Partial Revision of theIndustrial Safety and Health Act and improvement of networks
via collaborations with external professional organizations.

Promotion of Workstyle Reforms
At the Company, we have constructed a mechanism to monitor
and manage the appropriate number of working hours based on
PC usage, where employees and their supervisors can checktheir working situation at any time. We also consider that achange of attitude is necessary to bring about a decrease in
overtime work, and held briefing sessions for managerial
employees aimed at reducing overtime. This attitude wasdisseminated to employees through measures such as worksite
meetings. In addition, the Company and labor union regularly
confirm the amount of overtime work and number of days ofleave taken by employees, and share information on effective
initiatives such as flextime and no-overtime day, through forums
such as the Management Conference and the Committee on the
Improvement of Working Hours, etc.

Promoting the work-life balance to support thesound development of the next-generation children
Pursuant to the implementation of the Act on Advancement of
Measures to Support Raising Next-Generation Children, theCompany formulated the “Ordinary Business Owner Action Plan”
and implemented a child-care leave system, a reduced working
hours system, a nursing care leave system, a general care leave

VOICE

Having Taken Child-care Leave
Mariko Emi
International Forwarding Business
Department, Yokohama Branch

I took child-care leave for about one year after
the birth of my first daughter. I was frantically busy every day
while I was preparing to take maternity leave, but the time
seemed to flow at a leisurely pace during child-care leave, and I
felt calm and composed. I could also spend enough time to be
in close contact with the laughs and cries of my child every day.
I was relieved of my anxiety about raising a child for the firsttime, and I was able to truly enjoy those irreplaceable moments
of motherhood.
I am deeply grateful for the kind care and support
constantly given to me by everyone at my workplace, not only
while I was on leave but also now, after I have returned to work.

Acquisition results for various systems
SystemChild-care leave
Reduced working
hours
Nursing care leave
General care leave
Family care leave

Description

FY2014

Leave of absence is allowed for a desired period until a childbecomes 2 years old.
Service hours may be reduced by up to 2 hours per day fornurturing a child.
Leave of absence is allowed for a desired period within one
year to take care of a family member in need of nursing care.
Paid leave for nursing care of a child (up to 10 days per year).
Paid leave for nursing care of a family member in need ofnursing care (up to 10 days per year).

Results (number of beneficiaries)
FY2015 FY2016 FY2017 FY2018

8

13

8

7

13

18

17

22

25

28

0

0

0

0

0

27

27

29

38

34

0

0

4

4

5

* The number of beneficiaries in the child-care leave and nursing care leave are calculated based on the year they started taking their leaves.

system and a family care leave system to assist with thecoexistence of employees’ working life and home life.
Furthermore, the Company encourages the enhanced use ofannual paid vacations to reduce working hours in a year and has
introduced a systematic granting system (six days per year) ofannual paid vacations under labor-management collaboration.

Promoting welfare measures to help
employees cultivate the energy to work
A variety of systems are available in compliance withthe three catchphrases of “Provision of security,”“Recreation” and “Promotion of residential houseacquisition” for the promotion of employees’ welfare.

Major welfare programs of the Company:
1. Provision of security
Retirement benefits, corporate pensions, family
allowance, housing allowances, condolence money,
celebration of a birth, the ESOP (Employee Stock
Ownership Plan) association, group insurance, thereserve for pension and asset formation, multipurpose
accommodation loans and the granting of companyowned houses to employees via job transfers
2. Recreation
Recreation facilities, in-house sports events (baseball,tennis and futsal), the Mitsubishi firms’ martial arts
tournament, refresh leave (long-service and midlevel
workers)
3. Promotion of residential house acquisition
Reserve for house acquisition and asset formation,
in-house loans and tie-up loans

VOIC E
In-house recreation event (Tennis club)

VOIC E

Having Taken General Care Leave
Jun Tsuyusaki
Air Freight Team, International
Transportation Business Division

I have three children, and my wife has
returned to work after childbirth, so our children go tochildcare. When my children were between the ages of
one and two years old they would often get sick, and I
would be called up during the day by the childcare center,or the children would be too sick to go to childcare, and I
would have to stay home to look after them. I was reallygrateful for the general care leave system then.
My children are much stronger now, and get sick lessthan they did when they were just infants, but I may
suddenly have to take care leave again someday. If that
happens, I’ll be grateful to everyone at my workplace for
their support, and work hard to find ways to ensure thatthe quality of work isn’t affected by my absence.
In the future, somebody else in my workplace mayneed to take care leave. If that happens, I will actively
follow-up on their work, and try to create a work
environment where it’s easy to take care leave.

Holding an All-branch
Tennis Tournament
Tetsushiro Miura
Europe - America Team, International
Transportation Business Division

The Company holds an annual all-branch tennis
tournament, where tennis club members from each branch
participate in singles matches and friendly matches. The branches
take turns hosting the tournament, and in fiscal 2018 it was jointly
hosted by the Head Office where I am stationed and the Tokyo
Branch over two days from October 27 (Saturday) to 28 (Sunday).
There were around 50 participants from all of the branches, and wewere busy with preparations for six months before the tournament:
arranging tennis courts and accommodation, chartering buses, andsecuring a venue for the post-tournament party. Managing
everything during the actual tournament was challenging too, but
tennis club members from the Head Office, Tokyo Branch worked
together and cooperated as one, and the tournament passed
without mishaps.
The tournament is not simply about enjoying tennis, but also
provides an excellent opportunity for participants to get to know
other employees with whom they had no chance of meeting throughtheir normal work. Our six months of hard work and preparations
were fully repaid by seeing the happy faces of the participants, andit was a valuable experience for me personally, bringing a great
sense of achievement that I was able to provide this forum.

Mitsubishi Logistics

Environmental and Social Report 201917

Appropriate Working Environment

To ensure employment opportunities for theelderly, motivated retiring employees are provided
with places to demonstrate their competence
In terms of employment opportunities for the elderly, theCompany has strived to guarantee the employment of
employees up to 62 or 63 years old before the establishmentof the related laws through measures such as a job
placement service to help them with reemployment at
subsidiaries or affiliates and the reemployment of those withexpertise in certain business fields.
In response to the establishment of the relevant laws, weestablished our continuing employment system to ensurethat applicants can continue to work up to 65 years of age
under certain criteria, and the system has been applied toaround 90% of those applicable.

Improving access in the work environment toincrease the employment of people with disabilities
There are employees with disabilities who work in diverse
operations of the Company. However, as of June 1, 2018,
the Company’s employment rate of said employees was
1.80%, lower than its legally mandated 2.20% employment
ratio. We will continue to steadily strengthen improvements of
the worksite environment in which people with disabilities caneasily demonstrate their capabilities and competence, aiming
to reach our legally mandated employment ratio as soon as
possible.
Employment ratio of employees with disabilities
June
2013

June
2014

June
2015

June
2016

June
2017

June
2018

Number of
employees withdisabilities (actual)

17

16

16

14

14

14

Employment
ratio (%)

2.15

2.05

2.05

1.86

1.83

1.80

Obtained a loan under the DBJ Employees’
Health Management Rated Loan Program
In February 2019, the Company was rated by theDevelopment Bank of Japan Inc. (DBJ) under the DBJ
Employees’ Health Management Rated Loan Program, andobtained a loan based on this rating. Under the program,
DBJ evaluates corporate initiatives related to employee
health, and loans money under favorable conditions tooutstanding companies in this area.
In addition to steady initiatives aimed at compliance withhealth and safety laws and regulations, the Company was
also highly rated for actively implementing measurescontributing to the maintenance and improvement of
employees’ mental and physical health, such as organizing
health seminars, as well as the continuous promotion ofbusiness improvement, through measures such as thecommendation system for improvement activities.
Going forward, we will continue to strive to improve thehealth of employees through this system and other initiatives.

18

Mitsubishi Logistics

Environmental and Social Report 2019

Ensuring the safety of workers
Striving to conduct industrial safety and healthactivities via collaborations among operating basesin the pursuit of prevention of industrial accidents
Each branch has an “Industrial Safety and Health Committee” (and a
Health Committee at Head Office) to share information with operatingbases including operationcommission and cargo-handlingcompanies where operations
are outsourced. In addition, we
strive to prevent industrial
accidents by conducting safety
and health education and safety
patrols inside and outside theIndustrial Safety and Healthfacilities.
Committee (Fukuoka Branch)Overland transportation: Strengthen ensuringsafety with safety measures and the preventionof accidents in the transportation field
Ryoso Transportation Co., Ltd. (a company that specializes inoverland transportation that is in charge of the overlandtransportation business of the Company), aims to increase thesecurity of transportation and ensure safety through concerted efforts
with the recognition that ensuring the security of freight transportationis the pillar of our business management. In addition, Ryoso
Transportation engages in the internal audit of compliance with
relevant laws and regulations such as the Motor Truck Transportation
Business Act and the Road Traffic Act, and steps are taken to ensure
the dissemination of information on compliance with these laws and

VOIC E

Measures to Ensure Safety and Security
Shingo Ohyama
Manager, Business Coordination Department, Planning &Business Coordination Division, Ryoso Transportation Co., Ltd.

Here at Ryoso Transportation Co., Ltd., as part ofour corporate social responsibility, we not only work to secure safety
and security through transport accident prevention, but are also
actively involved in compliance with laws and regulations of all kinds,
as a trucking business operator certified as an excellent safety (Gmark) enterprise by the Ministry of Land, Infrastructure, Transport andTourism. In addition, from January 2019 we have commenced“trucking business audits,” led by the Planning & Business
Coordination Division, aiming for the standardization of businessacross all branches, as well as the further improvement of quality.
Furthermore, we strive to reduce the environmental burden, andaim for logistics that are friendly to the global environment.
While undertaking such initiatives, in response to the increasing
diversification and sophistication of customers’ needs, we are
implementing duty- and position-based education aimed at raisingawareness of employees, and holding safety meetings and safety
patrols. Through these measures we are endeavoring to establish asystem for sharing and communicating information, as well as
promote the maintenance and improvement of mental and physicalhealth. We will continue to strive for safe transportation and the further
improvement of transportation quality. (Group company of theCompany)regulations. Operations are checked at all times from a safety
viewpoint, fully recognizing the public nature and importance of thefreight trucking business. As initiatives for daily accident preventive
activities, they also hold safety conferences, conduct safety patrols
and hold head office and all-branches marketing staff conferences.
Furthermore, they conduct thorough checks at all car-allocation
bases using a high-performance alcohol detector unit to check at rollcall whether any crew members have been drinking.
Apart from the measures above, they implement initiatives forindustrial safety and health via appropriate instructions and education
given to crew members based on the results of regular medical
checkups, to which tests for lifestyle-related diseases have been
added, and regular diagnosis of the driving competence of the truckcrews is conducted.

Harbor Transportation Business Division: Promote
the prevention of industrial accidents and conductperiodic disaster prevention drills and meetings
The port and harbor operations inevitably involve a great variety ofcargo handling work in association with various receipts anddeliveries at ports. For smooth and safe cargo handling operations,
we implemented various activities based on the countermeasures
prepared by each operating site. Furthermore, we hold regularmeetings before work and monthly safety and health meetings jointlywith relevant suppliers at which we analyze industrial accidents andcargo accident cases in order to raise awareness of safety and healthand share the intent with all workers.
We are making efforts to improve working environment andgrasp situations by taking measures for the ever-changing
environment, including reviewing the format of regular safety patrols.
In this manner, we will always look for new ways to improve safety
and health, actively implement ordinary safety promotion activities
and continue daily awarenessactivities. We believe that thoseefforts will help prevent
industrial accidents and ensure
the safety of workers.
Specific initiatives executedat the respective ports are
summarized in the following
Safety and health meeting
Harbor Transportation Department,
table.
Tokyo Branch

Description of specific initiatives taken at the respective ports
and results/achievements

Description
We hold a briefing meeting before carrying out ship operations to confirm thecontent of the intended operation, check the work uniform including the fluorescentvests and call workers’ attention to safety (daily).
A safety and health meeting is held jointly with the relevant suppliers (monthly).
We implemented safety patrols at operating sites jointly with the relevant suppliers(monthly). (Quarterly joint patrols are conducted with the participation of superiors.)
We regularly confirm and replenish safety gear (safety belts for high-place
operations, fluorescent safety armbands, emergency stretchers, etc.).
Information such as cases of accidents is shared with other operators operating at
the same harbor terminal at operators’ liaison meetings, etc., and the content isshared at safety conferences at our worksites and with suppliers.
We promote the speed limit for dedicated, in-yard trucks, which are driven within
the container yards (via the successive installation of excessive speed lamps).
We participate in outside workshops and training sessions (as needed).
Results/Achievements
No serious industrial accidents were reported in fiscal 2018.

Safety patrol
Harbor Transportation Department, Tokyo Branch

Human resources development and training
Endeavor to develop human resourcesthat can contribute not only to corporate
growth but also to social development
Concept image of ideal human resources
With the “Code of Conduct” in mind, every employee
aims to undertake a role not only in corporate growth
but also in the development of society by conducting
himself/herself in the following manner.
1. Keep faith in others, and conduct yourself withintegrity and a sense of fairness.
2. Conduct yourself autonomously.
3. Respond flexibly to environmental changes.
4. Demonstrate expertise and act with a sense of creativity.
5. Have a good teamwork spirit and cooperate withyour colleagues.

Training system
The Company focuses on developing human resources thatcan precisely respond to internal and external needs.
The Company therefore strives to upgrade employees’
business skills and the organization’s strength throughtraining by service year of employment. At the same time, theCompany offers several training programs to raise employees’
expertise such as management capabilities, readiness for
globalization and operational capability to enable employees
to acquire professional skills in response to the content of
their business duties.

Extending the Content of the Logistics
Training
At the logistics training, the lecturers are dispatched mainly
from among active employees so that employees assigned toposts at logistics sites can improve their necessary expertiseand skills.
In fiscal 2018, lectures regarding related laws, humanerror measures and warehousing facilities management, etc.
were held with 229 participants coming from the Company
and also subsidiaries and affiliates.
Furthermore, the lectures were recorded on video todevelop an environment where they can be viewed as ane-learning course in order to secure opportunities for
employees who are unable to attend the training to attend
these lectures.

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Environmental and Social Report 201919

Appropriate Working Environment

Conducting training for young employees
before their overseas dispatches(Overseas Operations Training)

Holding lectures on “Outline of office operation”
and “Outline of warehousing facilities
management” as part of the logistics training

Targeting young employees who participate in the young
employee overseas dispatch program, we provided training
to deepen their understanding of the internationaltransportation business. With practical training contents
including the explanation of the Company’s position and rolein the international transportation business, lecturers in-houseand from outside build the training program to enable
participants a smoother start for their overseas OJTs.
Furthermore, we proactively invite participants from theGroup companies, including those overseas, and utilize thistraining program for the international transportation businesstraining in the whole Mitsubishi Logistics Group.

Two new lectures were held as part of logistics training: “Outline of
office operation” and “Outline of warehousing facilities management.”
In “Outline of office operation,” an office manager gave a specificexplanation of income and expenditure management, labor
management, and spatial organization at offices of the warehousingbusiness, based on actual business practices.
In “Outline of warehousing facilities management.” an employee
from the technical division explained the important points of a daily
check that can be performed onsite at warehousing facilities, as wellas the importance of fire prevention management.
Both lectures are directly applicable to our daily businessactivities, and more lectures on practical topics are planned.

Training for managerial employees

Training at the 6th year

The supervisor Grade 2 training

Training on regional employees

New employee training

New employee training (regional employees)

VOIC E

20

VOIC EOn attending the Logistics Training“Outline of Office Operation”

Reflection on the Training at the
6th year (Regional Employees)

Naohiro Horie
Sakurajima No. 2 Office, Osaka Branch

Takafumi Fujiwara
Shinko Office, Kobe Branch

We learned about customer management, income andexpenditure management, and labor management for office
operation. I was deeply impressed by the example of an unused
office basement that was cleared out and put to effective use.
From now on, I will always remember that “you don’t know until
you’ve tried,” and engage in my work with an awareness ofwhether there is any wasted space in the warehouse, whether
there is a way to use it, and how much profit can be made if it isused effectively.
It was also very educational to hear about concretemeasures for “improving work efficiency” and “reducing
overtime,” which are very big issues in the opreration of a
distribution center. The lecture that described “overtime, if it
continues, can become the normal state of affairs, leading people
to unconsciously plan their working day based on it” gave me agood opportunity for self-reflection. From now on, I plan to takethe initiative, constantly putting into practice the aim of “finishingwork within working hours,” as well as coaching my colleagues.
I now feel I have a stronger will to improve my own
workplace, thanks to this training. I want to share what I havelearned with my colleagues, so that we can work together tocreate a good workplace.

In the training at the 6th year (regional employees), we received
four lectures: “Problem-solving training,” “Management
planning,” “Career design,” and “Mental toughness.”
In “Problem-solving training,” we used a variety of methods
to analyze the problems presented to us. Through identifying
causes and solutions in group discussions, I learned problemsolving techniques that I can utilize in my everyday work. In“Mental toughness,” participants made use of a psychologicalanalysis that we had completed before the training. This allowed
me to grasp my own strengths and weaknesses, aptitudes andinadequacies, and served as a good opportunity to understandmyself objectively.
Another aspect of the training that left an impression on me
was the exchange of information through group work, whichgave me the opportunity to learn about the work and initiativesof some other sections of the Company with which I generally
had no contact. At the end of the training, I was also given
cordial advice on topics including everyday work and career by
senior staff at my workplace.
I gained a lot from this training, and I would like to continue
to grow by utilizing what I learned in my future work and careerdevelopment.

Mitsubishi Logistics

Environmental and Social Report 2019

Human resources (training) systems
General employee development course:
Basic role: Engage in a wide variety of corporate operations as core executives who facilitate business growth andmanagement in a variety of regions including overseas.
GlobalManagement
strategyLife plan
seminar

Problem-solving
Managerial practical training
employeeclass
Training for newly appointed managerial employees(Understand management skills, corporate ethics, etc.)

Supervisor Grade 2 training(Improve perspectives via action learning, acquire basic management skills)

Training at the 6th year
(Problem-solving, followership, career design, etc.)Young
employees

Training at the 2nd year
(Logical thinking, global mindset, FKS, safety and health, etc. (take certain lectures in the Logistics training course))

New employees’ first-half training / New employees’ second-half training(Business manners, basic knowledge on general corporate operations,visits to logistics facilities and real estate of the Company, etc.)

Overseas operations training *2

Midlevel
employees

Management training by theme(Leadership (compulsory), labor management (compulsory), accounting(compulsory), problem resolution, etc. (selective course))

Logistics training *1

Assistantmanager
class

Health Self- Cross-industrial
promotion development exchange

Youngemployeeoverseas
dispatchprogram English andChineseconversation
courses

Mitsubishi Shichikenkai Workshop

GeneralManager class

Career
CSR andManagement Logistics
development compliance

Mitsubishi Marketing Association

Human skills

Correspondence education

Problemsolving

Health promotion seminar

CareerstagesRegion-type employee development course:
Basic role: Become familiar with and understand the characteristics or features and local business duties of a certain
region in preparation for the smooth fulfillment of corporate operations.
GlobalLife plan seminar

Leader classof regional
employees(Confirm expected roles, leadership)

Midlevel
employees(Discover one’s own strengths and weaknesses, improve communication capabilities)

Regional supervisor training
Training on regional employees

Training at the 6th year
(Problem-solving, career design, etc.)Young
employees

Logistics

Training at the 2nd year

Health
Selfpromotion development

Correspondence education

CSR and compliance

Health promotion
seminar

Career development

Overseas operations training *2

Senior leader
class of regional
employees

Human skills

Logistics training *1

Careerstages(CSR, FKS, safety and health, etc. (take certain lectures in the Logistics training course))

New employees’ first-half training / New employees’ second-half training(Business manners, basic knowledge on general corporate operations, visits to logistics facilities and real estate of the Company, etc.)*1: Major lectures for the Logistics training
FKS (Fuji Logistics Kaizen System)
Safety and health course
Laws and regulations related to trucking business and practices course
Marketing for the service industry
Business activities of warehousing business
Outline of warehousing facilities management
Outline of harbor transportation business
Our information system overview and information system trend in the logistic industry
Points on compliance with laws and regulations in the warehousing and distribution business*2: Major lectures for the Overseas Operations Training
Explanation of B/L and NVO business
Import shipping agent business
Overseas logistics proposals, etc.

Warehousing Business Act and contracting practices
Outline of warehousing storage operation
Outline of office operation
Improvement award case studies, etc.
Export shipping agent business

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Environmental and Social Report 201921

Environmental Conservation
Environmental issues are not only local issues of the region where ourbusiness bases are located but are also globally interconnected.
Environmental accountability is a global-level social responsibility that
affects the future of humanity.
The Mitsubishi Logistics Group recognizes and undertakes initiatives
for such environmental issues as the reduction of CO2 emissions as acountermeasure for climate change, the use of renewable natural
resources and contribution to recovery of the eco-system.

Reduction of CO2 emissions as ameasure for reducing climate change

Receipt of the Japan Institute of Logistics Systems (JILS)Grand Prize and Excellent Green Logistics Commendation(Minister of Economy, Trade and Industry Commendation)

Certified under the Logistics Efficiency
Improvement Act *1, we are integrating logistics
bases and reducing the environmental burden

Six companies - the Company, Asahi Unyu co., ltd., Astellas PharmaInc., Takeda Pharmaceutical Company Limited, Teva Takeda Pharma
Ltd. and Teva Takeda Yakuhin Ltd. - have been responsible forestablishing a shared distribution center for pharmaceuticals in
Hokkaido, standardizing each company’s operational procedures
and temperature control, and implementing measures to increase
truck load factors and decrease the number of trucks. In recognitionof these efforts, the Company was awarded the Logistics Grand
Prize*3 by the Japan Institute of Logistics Systems (JILS) in October
2018, followed by the Excellent Green Logistics Commendation(Minister of Economy, Trade and Industry Commendation)*4 by theGreen Logistics Partnership Conference in November 2018.
The Company had already received a degree of recognition, withcertification under the Logistics Efficiency Improvement Act, but thistime our efforts were also recognized by an external agency, leading
to this prize and commendation.

Obtaining the same certification under the following ten
business plans, we made transportation anddistribution systems more efficient by integrating
logistics bases for customers who used to employ
multiple logistics bases, thereby reducing the numberof delivery trucks. By collecting customers’ freight andimplementing joint delivery, we reduce emissions ofgreenhouse gases (CO2), contributing to a reduction of
the environmental burden.

1. North Building, Sakurajima Distribution Center No. 2,
Osaka Branch (Started operation in November 2005)
2. Sakurajima Distribution Center No. 3, Osaka Branch(Started operation in April 2008)
3. Tobishima Distribution Center, Nagoya Branch(Started operation in November 2008)
4. Misato Distribution Center No. 1, Tokyo Branch(Started operation in December 2008)
5. Ibaraki Distribution Center No. 3, Osaka Branch(Started operation in October 2012)
6. Misato Distribution Center No. 2, Tokyo Branch(Started operation in March 2013)
7. The extended space of Tobishima Distribution Center,
Nagoya Branch (Started operation in September 2015)
8. Sapporo Distribution Center, Tokyo Branch (Asahi
Unyu co., ltd.) (Started operation in January 2018) *2
9. Seishin Distribution Center, Kobe Branch (Started
operation in March 2018)
10. Ibaraki Distribution Center No. 4, Osaka Branch(Started operation in August 2018)*1. The Logistics Efficiency Improvement Act (Act on Advancement of Integrationand Streamlining of Distribution Business, implemented on October 1, 2005)
The purpose of this law is to promote operations conducive to efficientlogistics and reducing the environmental burden by integrating logistics bases
and conducting transportation, distribution, storage and logistics processing
comprehensively. Business plans under this law are approved as acomprehensive efficiency plan and supported by the authority.
In addition, the law has been amended in May 2016 in view of further
integrating and streamlining the logistics industry with the concern of labor
shortage. The law went into effect in October 2016, aiming to support
measures such as modal shift and cooperative delivery that are conducted bycooperation of related parties including logistics companies and shippers.
*2. Distribution center operations using an Asahi Unyu co., ltd. facility; therefore,
the warehouse is certified under the names of both companies.

22

Wall-mounted solar panels at the Ibaraki Distribution
Center No. 4 in Osaka

Mitsubishi Logistics

Environmental and Social Report 2019

VOIC EOn Initiatives at the Shared Distribution
Center for Pharmaceuticals in Hokkaido
Hiro Yamagishi
Sapporo Distiribution Center, Saitama No. 2
Office, Tokyo Branch

The shared distribution center for pharmaceuticals in
Hokkaido (Sapporo Distribution Center) began operation in
January 2018, as a joint distribution center for four major
Japanese pharmaceutical manufacturers. The Distribution
Center provides a high-quality and efficient logistics service
every day, fulfilling our social responsibility of ensuring a stablesupply of pharmaceuticals in Hokkaido. By merging thelogistics centers of each pharmaceuticals manufacturer, whichwere previously separate operations, we have also brought
about a large reduction in the number of trucks and electricity
usage, making a significant contribution to the reduction in
CO2 emissions.
During the Hokkaido Eastern Iburi Earthquake in
September 2018, the Distribution Center recorded a seismic
intensity of 5 on the Japanese scale and experienced a power
failure, but thanks to the high disaster prevention awarenessof our contractor Asahi Unyu co., ltd. and a swift response on
the day of the earthquake, the Distribution Center experienced
no major damage, and resumed operations shortly afterwards.
There have recently been many cases where logistics chains
have been cut off by events such as earthquakes andtyphoons, but we will continue to operate of the Distribution
Center with an awareness of our duty to contribute to thestable supply of pharmaceuticals.

These measures are not limited to the Company alone, but also
involve our customers and suppliers working together as one. We
have not only succeeded in improving operational efficiency, but havealso achieved great results in decreasing the burden on theenvironment.
We will continue tocontribute to reducing theburden on the environment
through these kinds ofinitiatives.
Green Logistics Partnership ConferenceAwards Ceremony*3. Japan Institute of Logistics Systems Logistics Grand Prize
This prize is awarded by the Japan Institute of Logistics Systems (JILS), a
public interest incorporated association, to companies making efforts andachieving outstanding results in the enhancement of corporate logistics.
*4. Green Logistics Partnership Conference
Excellent Green Logistics Commendation
The Green Logistics Partnership Conference was established principally by
the Ministry of Economy, Trade and Industry, the Ministry of Land,
Infrastructure and Transport and the logistics industry. With the cooperation ofshippers and logistics companies, it presents commendations from each of
the Ministry of Economy, Trade and Industry and the Ministry of Land,
Infrastructure and Transport, in recognition of measures that have achieved
outstanding results in constructing sustainable logistics systems, such as
reducing the burden on the environment in the field of sustainable logistics
and increasing productivity.

Through achievements such as obtaining theGreen Management Certification, we arepromoting environment-friendly business activities
The Group obtained the Green Management Certification *5, which
pursues profitability and environmental conservation by promoting
environment-friendly business activities from the certification
registration organization Foundation for Promoting Personal Mobility
and Ecological Transportation (abbreviated as “Eco-Mo Foundation”).
Some of our business bases that are approaching their 10th year
renewal in March 2017 were commended for their many years ofcertification. Under the Certification, as well as engaging in initiatives toreduce energy consumption such as electricity saving in our everyday
business and initiatives to reduce waste, we are also engaged ininitiatives to reduce the amount of logistics materials used in packing,etc. and to reuse these materials.
In addition to this Certification, in the logistics business, Fuji
Logistics Co., Ltd. has obtained and maintained ISO14001 certification
on environmental management at each of its bases around Japan, andis working to reduce the burden on the environment. In the real estatebusiness, Dia Buil-Tech Co., Ltd. obtained ISO14001 certification inJune 2018, and is also working to reduce the burden on theenvironment in real estate management, etc.
1. Certification acquisition status of the Company
All offices of the Warehousing Business Division
Harbor Transportation Business Division(Part of the container terminals of the Port of
Yokohama and the Port of Kobe)
2. Certification acquisition status of the Group
Truck transportation business (Ryoso Transportation Co., Ltd., andKyushu Ryoso Transportation Co., Ltd.) and warehousing business(Chubu Trade Warehousing Co., Ltd., Kusatsu Soko Co., Ltd., and the
Warehousing Business Division of Monryo Transport Corporation)*5. The Foundation for Promoting Personal Mobility and Ecological Transportation
is a public utility foundation that has been certifying and registering business
operators making efforts to reduce the environmental burden at a levelexceeding the standards outlined in the Green Management Promotion
Manual since October 2003.

Ensuring compliance with the Act on
Rationalizing Energy Use, etc.
As a “Designated Business Operator” under the Act on
Rationalizing Energy Use, the Company is obliged to reduce
per-basic unit energy use more than 1% on an annual average
on a medium- to long-term basis at facilities we own and rent.
Moreover, we submit a regular report on energy conservation
and a medium- to long-term energy-conservation plan to the
Ministry of Economy, Trade and Industry. The values wereported to the Ministry in fiscal 2018 (the actual results forfiscal 2017) show that our energy-conservation measuresresulted in about 6% reduction of per-basic unit energy use
compared with the base year fiscal 2013. We are also striving
to reduce CO2 emissions at our real estate facilities subject to
the Tokyo Metropolitan Environmental Security Ordinance.
Web

The actual results of our environmental conservation efforts can beviewed on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Conducting compliance with the Act on Rational
Use and Appropriate Management of Fluorocarbons
According to the Act on Rational Use and Appropriate
Management of Fluorocarbons *6, companies are required toinspect commercial refrigerators and air conditioners etc. thatuse fluorocarbons (Class 1 specified products), or the reportof the leakage amount of fluorocarbons from theaforementioned products when it exceeds a specified level.
The Company is appropriately responding to the law by
preparing the systems and operational guidelines related toinspection and leakage control. In addition, in fiscal 2018, theCompany’s calculated leakage amount of fluorocarbons was
605.5 [t-CO2], which was below the level of 1,000 [t-CO2]
that is subject to reporting leakage amount to the Minister ofLand, Infrastructure, Transport and Tourism (the minister
having jurisdiction over the warehouse industry).
*6. Overview of the Act on Rational Use and Appropriate Management of
Fluorocarbons (implemented in April 1, 2015)
The Act requires users (owners, in general) of “Class 1 specified products”(commercial air-conditioners, refrigerators and freezers, etc.) to implement“simple inspection of all specified products” and “periodic inspection by aperson with specialized knowledge.” Furthermore, it also requires users toreport the calculated leakage amount of fluorocarbons if the amount exceeds
the specified level of 1,000 [t-CO2] per year.
Web

Actual data of the calculated leakage amount of fluorocarbons may
be viewed on Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Aiming to obtain Rank A certification or
above with CASBEE
At the Company, we place great importance on care for the
global environment, and in order to objectively evaluate theenvironmental performance of our buildings, we are working
to achieve a CASBEE (Comprehensive Assessment System
for Built Environment Efficiency) certification.
CASBEE is a method for evaluating the environmental
performance of buildings with a system that comprehensively
evaluates the quality of buildings in addition to facility
Mitsubishi Logistics

Environmental and Social Report 201923

Environmental conservation

installations that consider nature environment, such asenergy conservation and the use of equipment with a low
environmental burden. This includes the degree of comfort
for building users, as well as the consideration given to thebuilding’s appearance, and measures to reduce impact on
the building’s surroundings, such as the effect of light
pollution.
The results of CASBEE evaluation are given one of fiveranks from S (superior), through A (very good), B+ (good), B(slightly poor) and C (poor). Under the Group’s specific policy
pertaining to environmental policy ( see page 7:
Environmental Voluntary Plan), the acquisition of a rank of A
or above is targeted for all of our new facilities to beconstructed, through the introduction of energy-saving
equipment and initiatives including global warming
countermeasures.
We aim to obtain Rank A certification or above with
CASBEE for facilities to be constructed going forward.
Through this evaluation, we will continue to promotemeasures to reduce environmental burden.
Web

Actual data on our facilities that have obtained Rank A
certification or above with CASBEE can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”

Addressing environmental issues
For trucking business operators, addressing
environmental issues is one of the highest priorities.
Ryoso Transportation Co., Ltd. (“Ryoso
Transportation”) has obtained the Green Management
Certification at all five of its branches (six operationalbases) starting in 2005, striving to reduce
environmental burden.
In fiscal 2018, Ryoso Transportation improved gas
mileage by 5.8% compared with fiscal 2006.
Specifically, in their efforts to promote eco-driving to
improve gas mileage and reduce emissions of air
pollution substances, they are conducting vehicle
inspections and maintenance with their own highstandards. They also adopt low-pollution vehicles thatmeet the latest restriction regulations for gas emissions.
Web

Fuel economy performance data from all branches of
Ryoso Transportation can be viewed on Mitsubishi
Logistics’ Web site in the “Extended version.”

HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

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Report>Extended version

Promoting renewal of the existing
lighting system to LED lighting toachieve significant energy conservation

We are promoting environmental
conservation not only at our operationalsites but also at our offices

To save energy and reduce CO2 emissions with regard
to the lighting systems inside the Company’s
warehouses, we are promoting updating the existing
lighting systems with high-efficiency lighting equipment
when it is time for replacements.
In fiscal 2018, a total of about 790 existing lighting
units were updated with LED lighting at seven facilities,
including Aomi Distribution Center No. 1, Tokyo
Branch, Niiza Distribution Center and Ohi Warehouse.
The Company expects a reduction of approximately
1,350 thousand kWh in electric energy, whichcorresponds to approximately 2.6% of the annual
electric energy consumption at the Company’s
warehousing facilities, by updating existing lighting to
LED lighting (9,400 units in total).

Promotion of summertime and wintertime
energy saving
We strove to save energy by participating as a Groupin the Cool Biz campaign during the summertime (Maythrough October 2018), which calls for offices to set
their air-conditioning thermostats basically at 28°C, aswell as in the Warm Biz campaign during the wintertime(November 2018 through March 2019), which calls foroffices to set their air-conditioning thermostats basicallyat 20°C.
In addition, as a year-round initiative, we strive tosave energy including by reducing the number of lights
in use within a scope that is not detrimental tooperation and switching off OA equipment when not inuse.
Promotion of Green Purchasing of stationery
and other office supplies
When the Group companies purchase office supplies,
we not only consider quality and price but also choose
products and services with less environmental
impact—Green Purchasing.
As one example, Ryoso Transportation isaggressively purchasing retread tires *7.

We are promoting solar power
generation
In line with the governmental policy of enhancing theuse of renewable energy to cope with global warming
and other issues, the Company is promoting the
adoption of large-scale solar power generationequipment at its warehousing facilities using theRenewable Electric Energy Feed-In-Tariff (or fixed-pricepurchase system of electricity from renewable energy).
In fiscal 2018, solar power generation equipment
was installed and began operation at the Ibaraki
Distribution Center No. 4 in Osaka (started operation in
July 2018) for a total output of 169 kW.

24

Ryoso Transportation Co., Ltd. obtained GreenManagement Certification in its trucking business,
striving for environmental conservation

Mitsubishi Logistics

Environmental and Social Report 2019

*7. A retread tire has new rubber pasted on a used base tire, thereby restoring
the tire’s original functionality.

Use of renewable resources
A Disaster-Resistant and Eco-Friendly Warehousecompleted construction and started operation
We completed and started operation of the Ibaraki
Distribution Center No. 4 in Osaka (5 floors above
ground, floor area: 24,000 m2), a Disaster-Resistantand Eco-Friendly Warehouse, in July 2018. A
pharmaceutical warehouse adapted for a range ofdifferent needs, this new warehouse functions as arefrigerated terminal providing uninterrupted cold-chaintransport and distribution for refrigerated goods, aswell as separate dangerous goods storage forflammable products.
(1) Main Disaster Prevention Functions
a. Seismic performance
We have created a seismic-isolated structure with the
installation of seismic isolation equipment (56 laminatedrubber bearings composed of high damping rubberand 24 oil dampers) in the basement of the warehouse,
to improve seismic performance.
b. Power outage countermeasures
Emergency power generation equipment (340 kVA,
operates for 72 hours after outage) has been installed
to prepare for a power outage.
c. Fuel for use during disasters
The diesel fuel stored in the underground fuel tank
(30,000L capacity) for the emergency power
generators could be used as fuel for transport anddelivery vehicles during a disaster.
(2) Main Environmental Performance andEnvironmentally-Friendly Equipment
a. Solar power generation system
The solar power generation equipment installed on theroof with an output of approximately 169 kW will
reduce annual CO2 emissions by around 90 tons.
b. LED lighting
In addition to installing
LED lighting
throughout the entire
building, we use
motion detectors forcommon area lighting
to save energy.
LED lightingc. Air conditioning load reduction
We are giving consideration to energy conservation by
adopting high-efficiency air conditioners for air
conditioning equipment, and total heat exchangers foroffice ventilation equipment.
d. Low-E glass
We have adopted thermal-insulating, high heatinsulating multi-layered glass (Low-E glass) that
increases the reflectance of far infrared rays andachieves a high heat-insulation performance.
e. CASBEE
We have achieved Rank A certification with CASBEE(Comprehensive Assessment System for Built
Environment Efficiency) as the result of initiatives suchas introducing an energy conservation system.

VOIC E

Disaster-resistant andEco-friendly Warehouse
Takeya Shibue
Real Estate Department, Osaka Branch

The Ibaraki Distribution Center No. 4 in Osaka, for which I was
responsible, is a pharmaceuticals logistics warehouse based on theconcept of a Disaster-Resistant and Eco-Friendly Warehouse. The
products that the warehouse stores and distributes arepharmaceuticals, which means that we have a duty to ensure theircontinued supply even during disasters, and so we implemented
disaster countermeasures such as the installation of seismic isolationequipment and emergency power generators.
One month before the building was completed, the north of
Osaka Prefecture was struck by an earthquake with a seismic
intensity of lower 6 on the Japanese scale. Since the seismic isolationequipment functioned effectively, the building did not sustain damage
and building works were completed on schedule, demonstrating that
this is indeed an earthquake-resistant warehouse.

Contribution to the recovery of the eco-system
Conducting reforestation through volunteer
activities and donations as a partner ofreforestation of Kanagawa Prefecture
To address the global environment from the perspective ofpreservation of biodiversity, we participated in a partnershipprogram of reforestation of Kanagawa Prefecture and initiatedrelated activities in April 2011.
In September 2018, the seventh reforestation activity washeld in the prefectural forest by Tanzawa Lake. Participants
included 32 executives and employees from Head Office, Tokyo
Branch and Yokohama Branch, and we performed tree thinning
activities and took a walk along the mountain trails with
instructions from Kanagawa Prefecture certified-forest instructor
and a support from the Prefectural Water Source Environment
Conservation Division.
Participants were divided into four groups, and inaccordance to safety instructions, they thinned trees by hand.
During lunch time, the instructor gave a talk on nature
conservation, which helped participants increase the awarenessof environmental issues.

Participants

Walking along the mountain trails

Tree thinning activities
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Environmental and Social Report 201925

Fulfillment of Sincere and Fair Business Activities
We earn trust from society by fulfilling our responsibilities regarding
ethical activities. By conducting fair and open competition in our
activities, we can showcase our compliance to society.
To fulfill our sincere and fair business activities, we recognize theissues of appropriate management of information and compliancewith laws and regulations such as the Act against Delay in Payment of
Subcontract Proceeds, etc. and the insider trading prevention law andstrive to establish a foundation of trust from society.

Prohibition of unfair advantage in competitionand promotion of fair and open competition
We conduct training concerning compliance with
the Act against Delay in Payment of Subcontract
Proceeds, etc. and the prevention of insider trading
In March 2019, we conducted training concerning the Act
against Delay in Payment of Subcontract Proceeds, etc.,
covering the Company and its domestic Group companies. A
total of 1,879 employees who are in charge of implementing
the aforementioned Act and related associates from eachdivision attended the training and learned the purpose of thelaw, the scope of applications, responsibilities and prohibited
matters using related questions online. In February 2019, we
conducted training related to the prevention of insider trading
for a total of 59 new employees of the Company and verified
their understanding using related questions online.
Web

Actual performance data of the training concerning thoroughcompliance with the Act against Delay in Payment of Subcontract
Proceeds, etc. and prevention of insider trading can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

We focus on information security toprovide high-quality and secure services
for customers
To provide the best services for our customers, the Company
formulated various rules related to information systems. We
have disseminated our information security policy to all
executives and employees.
To ensure the smooth business activities of the Company,
we formulated specific compliance matters as to the use andmanagement of our in-house network. Also, we appoint a
LAN manager from each branch’s information system section
and OA promotion staff from the relevant section of eachdivision that uses the network, ensuring safety and theeffective use of our in-house network.
In fiscal 2018, we conducted a web-based questionnairewith regard to information security in September 2018,
answered by a total of 3,431 persons, including 1,800
persons from the Company and 1,631 persons from Group
companies, thereby raising the awareness of information
security.

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Nanko C9 Container Terminal in Osaka

Furthermore, in fiscal 2018, as a measure against cyberattacks via e-mail (targeted e-mail virus attacks), we
conducted training and education on cyber-attacks for
executives and all employees, and raised their awareness of
information security in daily operations.
Web

Actual performance data on execution of questionnairewith regard to Information Security can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
HOME>CITIZENSHIP>Environmental and Social
Report>Extended version

Management of Information Security
1. Security of customer information (personal
information)
2. Security of intellectual property rights
3. Confidentiality obligation
4. Compliance with laws and regulations, obligationof compliance with regulations and penalties
5. Management of information assets
6. Formulation of security measure standards(Development standard, management standard,outsourcing standard)
7. Monitoring and supervision
8. Protecting systems from computer viruses
9. Access authority control
10. Information security education

Management of Network Security
1. Management of connection to ML-net (In-housenetwork)
2. Rules for e-mail use
3. Rules for dispatching information
4. Rules for connection with networks outside theCompany

Also, part of the operations of the Tokyo Branch trunk
room office, Dia Systems Corporation (our subsidiary todevelop and manage our information system) and Fuji
Logistics Co., Ltd. (our logistics subsidiary responsible for themain part of the Warehousing Business Division) all acquired
ISO27001 certification, an international information security
management system standard, and receive periodic
evaluation by a certifying organization-approved third-party
organization, thereby attesting to our efforts to improve ourinformation security.

Provision of Safe, High-Quality
and Useful Services
To fulfill our mission as a logistics and real estate business operator relied onby society, we intend to promote measures to focus on disasters to continue
to provide socially and environmentally beneficial and high-quality services
and promotion of measures to maintain service functions during disasters.

Provision of socially and environmentally
beneficial high-quality services
We will continue to promote the improvement ofquality, aiming to be a company that enhances
the quality of our customers’ products
The Mitsubishi Logistics Group continues to promote
its various efforts tenaciously to improve the quality ofservices to get acknowledged by customers as aconstantly reliable partner.
We aim for high quality from the customers’
perspective.
To become a corporation that is continuously chosen
by customers, we conduct business activities basedon ideas and actions from the customers’ perspective.
To achieve customer satisfaction, we have broadened
the framework of quality enhancement to include thequality of operations, business duties and thecorporation itself. Moreover, to ensure trust from
customers, we will build on our efforts at ensuring
good quality to become a corporation that can boast“quality” as its strength.
Dissemination of “Our Declaration of Quality”
We put up an “Our Declaration of Quality” notice ateach worksite, distributed the “Our Declaration of
Quality” cards to all employees of the Mitsubishi
Logistics Group and explained about it during stratified
trainings, etc., to further disseminate the information.
( See page P7: Our Declaration of Quality)
We connect employee satisfaction to customer
satisfaction.
To offer high-quality services to customers, we regard
Employee Satisfaction (ES) as an indispensable
element. We strive to enhance the motivation of each
employee.
We believe that creating a good work environment
where employees can engage in business activities
with confidence and contact customers with a smile
will eventually lead to Customer Satisfaction (CS).

1st floor entry and exit pass of the Ibaraki
Distribution Center No. 4 in Osaka

The Warehousing Business Division has
quality management groups.
At the Warehousing Business Division, for the purposesof maintaining and improving the quality of businessactivities of the entire Division, the Head Office and allbranches have a quality management group. We
complete operational documents and share information
on various measures. We will continue to aim toenhance customer satisfaction.

Cooperating in the research and developmentof cutting-edge medical technologies
At the Company, we have utilized our know-how in thefield of pharmaceutical transport and distribution toparticipate, together with the University of Tokyo
Hospital, in “forward-looking observational research on
the transport of stem cells derived from human adipose
tissue for use in regenerative medicine,” for three years
starting in 2016. In this research, we used speciallydesigned and developed temperature-controlledcontainers to transport stem cells derived from adipose
tissue from clinics to the University of Tokyo Hospital atfour different temperature ranges. We then analyzed
data including stem cell survival rates after
transportation for each temperate range.
The results of this analysis and consideration wereannounced by the University of Tokyo Hospital at theCongress of the Japanese Society for Regenerative
Medicine held in March 2018, but it has been decided
to continue the research past April 2019, with thecurrent focus being the transportation of auricularcartilage (cartilage in the part of the ear that sticks out
from the head). Using the techniques attained throughour participation in the research and development ofregenerative medicine, a cutting-edge medical
technology, we aim to further enhance the quality ofour transportation and distribution services.

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Provision of Safe, High-Quality and Useful Services

Each operating site and affiliated company
conducts specific quality improvement measures
To offer high-quality services, the Mitsubishi Logistics Group
conducts daily efforts to improve the quality at each operatingsite and affiliated company. The content and results of such
efforts are horizontally developed across the Group. Some ofthese measures are as follows.
	Measures taken by Kyokuryo Warehouse Co., Ltd. (heatstroke
countermeasures)

Measures taken at divisions or branches and Group companies
Divisions or Branches
and Group companies

Content of measures

Warehousing and Held meetings attended by managers from all of theDistribution
operating bases to share information on improvement
Business Division of quality.
Determined issues on operational procedures by
Tokyo Branchmonitoring the interior of warehousing facilities.
Yokohama
The 4S Activities Promotion Committee patrolled the warehousing
Branchfacilities and made evaluations on each checklist item.
Promoted 4S activities in all work places. The Promotion
Kobe BranchCommittee checked the status of implementation every
month and conducts commendation.
Sairyo Service Compilation of a forklift operating manual, instruction usingCo., Ltd.
the manual, and information sharing of near-miss cases, etc.
Improving quality through obtaining and maintaining ISO9001
Fuji Logistics
certification, forklift competitions, improvement team
Co.,Ltd.
activities, internal company training, and 5S activities, etc.
Kyokuryo
Implemented measures to prevent heatstroke in
Warehouse Co., Ltd. summer and influenza in winterShinryo Koun
Provided technical training to improve workers’Co., Ltd.
technical capability.
Mitsubishi Logistics Improved and implemented the human resources
China Co., Ltd.
development system at all the Group companies in China.
ShanghaiCollected accident-related information at each
Linghua Logistics division and department, analyzed the tendencies
Co., Ltd.
and gave feedback to all managerial employees.
Yokohama Dia Building Collected information on complaints from customers
Management
through outsourced companies and shared the
Corporation
information at meetings with the tenants.
Dia Buil-Tech
Improving service quality and strengthening measures forCo., Ltd.
environmental issues by obtaining ISO9001 certification
Keihin Naigai
Held internal company lectures on customs clearance
Forwarding Co.,Ltd.
Measures taken by Fuji Logistics Co., Ltd.

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We commend improvement activities thatwill lead to service quality improvement
and streamlining of business processes
The Company introduced a commendation system for
improvement activities with an aim to vitalize the voluntary
improvement activities in July 2016. Under this system, eachgroup sets its own theme, performs improvement activities
based thereon, and the award is given once a year to thegroup that particularly contributed to the service quality
improvement and streamlining of business processes.
In addition, as the system is open to anyone who
engages in the Company’s business including suppliers, it isdesigned to enable each worksite and team to come together
and join the improvement activities.
In fiscal 2018, the third year of the commendation
system, we expanded the scope to include affiliatedcompanies. As a result, a record-high 63 groups (401 people)
joined the activities, making a cumulative total of around
1,000 participants. Their wide-ranging themes included not
only the activities within warehouses such as review on theoperation flow lines and improving storage efficiency, but also
business improvement and streamlining of clerical work in
offices.
The administrative side of this system provided support
as needed to help each group thoroughly analyze problems,

Improvement activities (Tokyo Branch)

VOIC EOn Measures for Improvement Activities
Yasufumi Shimizu
Business Coordination Team, Planning &Business Coordination Division

I am involved in the commendation
system for improvement activities in an administrative
capacity. It has been almost three years since thesystem was introduced, but I am still reminded daily ofthe many groups that are earnestly engaged in
improvement activities.
Last year, I myself participated in improvement
activities as a team leader. It was a very fulfilling time,and I am now supporting improvement activities as amember of the administrative team, based on myexperience. I would like to continue to communicate thenecessity and pleasure of improvement activities, sothat it’s easy for everyone to participate.

identify the causes and perform efficient improvement
activities.
Although being small, by continuing company-wide
efforts, the activity may produce great results. To have theimprovement activities ingrained in our corporate culture, wewill operate the system while sharing activity examples in theGroup with the use of an internal database and in-house
journal.

To further improve the quality of logistics operations, we
adopted the G-MIWS (a new information system related towarehouse storage operation and delivery center operation)
With the aim of providing a high-quality logistics service
integrating nationwide and overseas logistics, the Company
has developed G-MIWS (Global Mitsubishi Intelligent
Warehouse System), a new warehousing and distribution
center system, and installed it at all domestic locations.
The “G” of “G-MIWS” signifies “global,” aiming to expand
the Company’s logistics business to integrate nationwide andoverseas logistics. Our system is available in English andChinese for overseas use and is designed to be effective instandardizing operations, improving service quality andreducing costs. By exporting various types of logistics-relateddata, we will analyze operations, formulate sales strategies,
provide useful information for customers’ decision making ina timely manner and provide even higher-quality logistics
services than ever to fully support customers’ businessdevelopment from the aspect of logistics.

VOIC E

Measures for the Promotion of Digitalization
Akito Kotera
Digital Transformation Team, Information
System Division

The Digital Transformation Team was newly
established under the Information Systems Division in April
2019, to promote the introduction and utilization of newtechnologies, with the aim of achieving the MLC2030 Vision.
New technologies such as IoT, AI and robots are being
developed, and greater efficiency and an enhanced level ofservice can be expected from their introduction in business.
However, it is said that at present only a small percentage ofcompanies have actually managed to introduce thesetechnologies into their actual business activities.
Given this situation, in order to keep up with the times
and ensure that we can respond flexibly to future advancesand changes in technology, we will gather information andengage in research on new technologies, constantly aware ofdevelopments all around, and open to new challenges.
As well as engaging in reviews of business processes
together with staff at each office, I will consider how to realize
more efficient operations through the utilization of newtechnologies, without being anchored to existing approaches.
In this way, by realizing improvements in service quality andproductivity, I would like to help to strengthen the Company’scompetitiveness and ability to make proposals.

We will promote better service quality andmore efficient operational processes
through the utilization of new technologies
In recent years, operations have become increasingly
complicated due to the diversification in customer needs. We
are also facing a predicted increase in labor shortages.
In order to respond to these challenges, we aim to savelabor through the agile use of new technologies. At the sametime, in order to achieve both high quality and high efficiency,
in April 2019 the Company established a new organization in
the head office to promote the introduction and utilization of
new technologies.
The Company has already introduced technologies suchas multi-tier automated warehouses, unmanned forklifts androbot arms, but this new organization will be central inpromoting the introduction and utilization of technologies
such as AI (artificial intelligence), robots and unmannedtransport vehicles.

Promotion of disaster measures
to maintain service functions
Working on crisis-preventive measuresand measures to focus on crises
promptly and effectively as they occur
The basic purpose of our crisis management measures is topredict various crises that can seriously affect corporate
management, prevent such crises and, if a crisis does
happen, focus on the crisis quickly and effectively to minimize
human and material damage that would impact corporate
management and restore the normal operational structure as
early as possible. In particular, we roll out “Disaster-Resistantand Eco-Friendly
Warehouses” and “DisasterResistant and Eco-Friendly
Office Buildings” and aim to
be resilient against disasters
from both soft and hard
aspects.
Seismic isolation equipment of theDisaster-Resistant and Eco-Friendly
Warehouse (Ibaraki Distribution
Center No. 4 in Osaka)

To fulfill our corporate social responsibility, we intend to:
1. Ensure the safety of employees, their families andrelated people;
2. Preserve corporate facilities (e.g., the Company’s warehouses,
buildings and facilities) and the freight received; and3. Strive to quickly restore and continue operation.

To respond to trust in our corporation from society, we will:
1. Strive to avoid adverse effects to stakeholders(customers, shareholders and business partners), and
2. Contribute to the quick stabilization of local communities.

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Environmental and Social Report 201929

Provision of Safe, High-Quality and Useful Services

Conducted training for earthquake
measures
During February and March 2019, we conductedtraining for earthquake measures at the Tokyo,
Yokohama and Kobe branches. The training was
based on a scenario reflecting the characteristics of alarge-scale earthquake expected to cause major
damage to the locations of each branch. It considered
the initial response, mainly during the period from theoccurrence of the earthquake until the following day,and confirmed aspects such as the timely andappropriate verification and reporting of the status ofdamage, communication between branches andoffices, the role of each branch and office, and thecentralization of information.
Web

Implementation performance data from the training forearthquake measures can be viewed on Mitsubishi
Logistics’ Web site in the “Extended version.”

Reinforcing the emergency and disastermeasures system
As an emergency measure, we implemented largescale disaster measure training with mandatory
employee participation. The training involved the use ofa mobile phone safety confirmation system, going or
coming to a work site by walking and checking
restoration procedures from disaster damage, etc.
In addition, communication training on the use oftransceivers was conducted monthly in the Group
companies to acquire the knowledge of its use, so as
to strengthen the disaster measures system.
Moreover, by increasing the number of offices
implementing the Earthquake Early Warning system,
we strive to promptly collect information needed toensure employees’ safety.

HOME>CITIZENSHIP>Environmental and Social
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Training for earthquake measures

Transceiver (MCA radio)

Tokyo Branch

Yokohama Branch

Kobe Branch

VOIC E

Reflection on the Training forLarge-scale Earthquake Measures
Hiroyuki Ito
Minamihonmoku No. 1 Office, Yokohama Branch

I participated in the training so that I would be able to
make an appropriate response in the event of a largescale earthquake.
During the training, I experienced just how difficult it
is to organize and share necessary information underconstantly changing conditions, such as the state ofcasualties and the suspension of lifeline functions. I also
realized the importance of effectively utilizing limited
resources such as time and means of communication.
From now on, I would like to approach my daily
work with an awareness of disaster prevention.

Taking measures to prevent fire andrespond to the occurrence of fire
In February 2017, a fire took place at the warehouse ofa major mail order company. The warehouse was forin-house use, and was not a commercial warehouse as
stipulated in the Warehousing Business Act. However,
all the commercial warehouses received a heads-up
from the Ministry of Land, Infrastructure, Transport andTourism that governs the warehousing industry. The
Company, even before thisincident, had been conducting
thorough employee education,enhancing security, and taking
fire preventive measures fromthe aspects of structure andfacility when constructing
warehouses. In addition, we
have established a constantcommunication system withlocal fire stations and conductperiodic fire drills every year in
preparation for the occurrence Fire prevention patrol

Fire drill

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Earthquake Early Warning System

of fire. Through continuing such measures andinitiatives, we will strive to provide highly reliable
services for our customers.

We are strengthening our information
system crisis management structure tofocus on disasters and other crises
To ensure continuous use of the information systemeven during an emergency, we established a disastercountermeasures center in the Kansai region to backup data and implemented a duplicate information
system for our in-house network and internet
environment. In addition, the Company has formulated
a manual focused on information
system disasters and othermeasures as countermeasurestaken during operation of such
systems against information
system accidents and failure.
Disaster countermeasure
center in the Kansai region

11 Company facilities designated as supportand relief goods logistics bases by the
Ministry of Land, Infrastructure, and Tourism
The Ministry of Land, Infrastructure, Transport andTourism, learning from its reflection on the Great East
Japan Earthquake, held an advisory conference from
September to December 2011, attended by experts,
logistics business operators and people related toindustry organizations, among others, to compile the“Basic concept on the support/relief goods logistics
system,” which aims for the efficient and smoothdelivery of support/relief goods to afflicted areas at thetime of a disaster.
The General Manager of the Warehousing andDistribution Business Division of the Company
assumed a position as a committee member
representing warehousing business operators,
requested by the Ministry, and actively commented
from the perspective of a warehousing business
operator. These discussions concluded with the sharedrecognition that for the delivery of support/relief goods
at the time of a disaster, it is essential to fully utilize theexpertise and facilities of private logistics operators.
In fiscal 2011, 395 private facilities nationwide,
mainly in the Kanto, Tokai and Tonankai regions, wherea large-scale earthquake is foreseen in the near future,
were designated as support/relief goods logistics
bases, including the Company’s seven facilities locatedin the Kanto, Tokai and Hanshin regions. In fiscal 2012,
two other facilities of the Company (in Fukuoka andSaga) were newly designated as relief supplies andmaterial facilities.
In fiscal 2013, two other facilities of the Company(both in Aichi Prefecture) were newly designated as
relief supplies and material facilities which brought the
number of the Company’s facilities to 11. We willthoroughly prepare to fulfill our public role as awarehousing business operator so that each of thedesignated facilities of the Company can function wellduring a future large-scale disaster.
Web

Data on our 11 facilities designated as support/relief
goods logistics base facilities can be viewed on
Mitsubishi Logistics’ Web site in “Extended version.”
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Aomi Distribution Center No. 1,
Tokyo Branch

Sakurajima Distribution Center No.
1, Osaka Branch

We have introduced the Disaster Information
Communication System (D-DICS)
Until now, emergency communication between theleased building management offices in the Tokyo
metropolitan area and the Company, and emergency
communication between those offices and Dia BuilTech Co., Ltd. head office, which is a managementcompany for the Company’s leased buildings, utilized atelephone communication network. However, based on
the assumption that telephone lines would become
overloaded during large-scale emergencies, we
introduced the Disaster Information Communication
System (D-DICS) jointly with Dia Buil-Tech, using
Internet networks that are not prone to overloadingeven during emergencies. In this way, we have ensured
secure information transfer and sharing in times ofdisaster. (Started operation in September 2017,
covering 22 leased buildings in the Tokyo metropolitan
area.)The D-DICS system enables real-time sharing of
information on the status of damage among relevant
parties when entered into the system at each building,and can also carry instructions regarding the damage
or other communications.
The introduction of this system brings about thecentralization of information, enabling a swift andaccurate initial response in times of disaster.
We will continue to work to ensure that the tenantsof our buildings can use them with confidence, throughthe utilization of this kind of system.

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Environmental and Social Report 201931

Coordination with Local Communities
and International Society
To contribute to the development of local communities and international society, wemust focus not only on the site where our business base is located but also understandour relationship with society and recognize our common interests with society.
To maintain harmonious relationships with local and international societies, we willcontribute to cultural activities and health services and make donations.

An event at Kobe Harborland umieContribution to cultural activities

Cooperating with the local community
through sports

We conducted a charity auction and acharity fair

Yokohama Bay Quarter, the Company’s facility, ispositioned right in front of the starting point of“Yokohama Marathon,” a public marathon, therefore wehave hosted a monthly running club event there since
September 2014 with the aim of contributing to the local
community and bringing excitement to the marathon
event. 2018 marked the fifth year of this event, and not
only the training sessions, which welcome theparticipation of those new to running, but also the “lunchclub,” where all of the participants eat lunch together at
the restaurant in the facility
after the training session, as
well as the summer event toenjoy the beer garden, also
proved popular. About 40 civic
runners participate in the event
every month.
We aim for our facilities tocoexist with local communities
through such communitybuilding initiatives in the future
as well.

At the Yokohama Bay Quarter, the Company’scommercial real estate facilities in Yokohama, we held
our charity fair on Sunday, August 19, 2018. On thisninth charity fair, popular traditional fair games such asshooting games and yo-yo fishing were enjoyed bythree generations of people.
The event has become a regular occurrence in theschool summer vacation season, and attracted a totalof 331 groups in 2018. Revenues from the event were
donated to the relief fund for victims of the July 2018
torrential downpour disaster in West Japan, via theJapanese Red Cross Society. We will continue to holdthe events that can entertain visitors, aiming to make afacility indispensable to the regional community.

Running club event

Contribution through activities inlocal communities, etc.
We conducted tree planting events in
China and Thailand.

Charity fair

As part of our CSR activities in China, a tree planting event
like last year was conducted on Saturday, March 16, 2019, in

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collaboration among Mitsubishi Logistics China Co., Ltd.,
Shanghai Lingyun Global Forwarding Co., Ltd., Shenzhen
Lingyang Global Forwarding Co., Ltd., Shanghai Branch,
Shanghai Linghua Logistics Co., Ltd., and Fuji Logistics(China) Co., Ltd.
As part of our CSR activities in Thailand, tree planting
activities were conducted on Sunday, September 16, 2018,as part of the program for the annual company trip hosted by
Mitsubishi Logistics Thailand Co., Ltd. A total of 128
employees of the company joined the activities.
These events helped the employees and their families ineach country to understand the significance of making asocial contribution and enhance their environmental
awareness, and provided an opportunity outside work forthem to interact with each other to build friendships.

We conduct social contribution activities as amember of the Mitsubishi Group and participate in
the Mitsubishi Social Contribution Liaison Council
As a social contribution activity within the MitsubishiGroup, we donate to academic and charitableenterprises and conduct various volunteer activities.
Also, as a member of the Mitsubishi Social Contribution
Liaison Council made up of the companies within the
Mitsubishi Group, we report on our related activities
and exchange information.

We support the activities of The Dia
Foundation for Research on Ageing Societies
The Dia Foundation for Research on Ageing Societies
is engaged in activities aimed at contributing to solving
issues faced by aging societies, in fields such as
insurance, medical care and welfare, throughinvestigation and research into these issues.
Interest is growing in social participation by theelderly, in the context of a declining birthrate and aging
population. The Company is collaborating with The Dia
Foundation for Research on Ageing Societies in the

VOIC E

Reflection on Mangrove
Tree Planting Activities
Satanat Astakulrekha
BPI & Privilege Division, Mitsubishi
Logistics (Thailand) Co., Ltd.

Tree planting in China

On September 16, 2018, we undertook mangrove tree
planting activities in Laemmaenokkaew, Chanthaburi Province
as part of our annual company trip.
For the past two decades, the ecosystem in Thailand has
been deteriorating rapidly, and the pace of regeneration islagging behind the rate of destruction. Mangrove trees are
known to absorb large amounts of CO2, and also contributeto a rich coastal ecosystem. When they are grown, mangroves
provide a place for sea life to grow, improving harvests ofmarine products in the area. Their forests also provide a place
for birds and animals to gather. For these reasons, we
decided to use this opportunity to plant mangroves, to assist
in the regeneration of the ecosystem.
On the day of the tree planting, we only arrived at theplanting site after walking for a long time through marshy
coastal terrain under a hot sun. When it came to planting thetrees however, everyone was smiling. We all shared the feelingthat our actions were contributing to the future. I was able toshare this valuable experience with 128 of my co-workers.
In addition, on the way back from planting the trees,
almost all of the participants took the initiative to quietly collectthe plastics and other garbage that had drifted into the shore.
Seeing this, I became aware of the positive changes that
occurred in all of us.
I sincerely hope that we will be able to continue our tree
planting activities, and that we will be able to help society insome way. (Group company of the Company)

Tree planting in Thailand

Mitsubishi Logistics

Environmental and Social Report 201933

Coordination with Local Communities and International Society

utilization of diverse human resources, including theelderly. In this way we aim to realize an affluent andsustainable society.

We are cosponsoring Diamond Cup Golf
as a community contribution.
Participating companies within the Mitsubishi Group
cosponsored a notable golf tournament, Diamond Cup
Golf, which contributes to local communities and helps
nurture junior golfers through charitable activities.
Valuing the underlying concept and purposes of thistournament, the Company cosponsored this event as
one of the participating companies.

Installed flower beds in the greenbelt
near the Nagoya Station
Our Nagoya Branch responded to the request from the
Meieki Development Council, made up of landowners
around Nagoya Station, to install flower beds to liven
up and bring color to the front of the Nagoya Station
owned by Nagoya City.
Since fiscal 2011, we have been contributing to thebeautification of the environment in front of the Nagoya
Station by planting flowers two times a year in spring
and autumn.

The flower bed in spring/autumn

water features, flowers and greenery, its design andconstruction, with a relaxing gathering space and otherfeatures where both local residents and tourists canenjoy.
The Human-sized Urban Development Awards areawarded to groups and organizations that have madeoutstanding contributions to urban development
activities, as well as outstanding buildings that
contribute to human-sized urban development, basedon the Basic Ordinance on Urban Development
established by Hyogo Prefecture, which reflects theexperience and lessons learned from the Great Hanshin
Earthquake. The stream sidewalk, born from theredevelopment of the Mosaic canal, brings together an
attractive combination of shops, terraces, waterside,
flowers and greenery. It received the award inrecognition of its contribution to the revitalization of thesurrounding region.

Collaborating with the local community
to promote tourism
Yokohama Bay Quarter participates in the Minato
Yokohama Yukata Festival, a joint summer promotion
by the Yokohama harbor area, as a member of theexecutive committee. The catchphrase of the festival is“a yukata is your passport to summer in Yokohama,”
and features special offers including invitation to events
for participants who come dressed in yukatas. It began
in 2015, as a joint initiative by local shops, department
stores, hotels, and food and beverage outlets. 2018
marked the fourth year of the Festival, and it wasawarded the Special Recognition Award at the 9th
Kanagawa Tourism Grand Prize, presented by
Kanagawa Prefecture to businesses that contribute toregional revitalization, in recognition of its promotion of
the revitalization of the whole region.

<Contents on the signboard of
the flower bed of hospitality>
This flower belt is managed by
the help of flower supporters
with the aim of creating acommunity with lots of flowerycolors.
The flower bed of hospitality

Receiving awards for the stream
sidewalk at Kobe Harborland umie
The stream sidewalk at Kobe Harborland umie, one of
the Company’s commercial real estate facilities in
Kobe, received the Parks & Open Space Association ofJapan President’s Award at the 34th City Parks
Contest, and the Governor’s Award at the 20th
Human-sized Urban Development Awards held by the
Hyogo Prefecture Gardening and Parks Association.
The City Parks Contest is held with the aim ofcontributing to the creation of city parks. The stream
sidewalk received the award after being evaluated on
its expansiveness and safety, along with the use of34

Mitsubishi Logistics

Environmental and Social Report 2019

The Minato Yokohama Yukata Festival 2018

We will continue to contribute to revitalization of thelocal community, through activities such as those of
Yokohama Bay Quarter and the design initiatives of thestream sidewalk, Kobe Harborland umie.

We hold radio exercise events at
Yokohama Bay QuarterAt the Yokohama Bay Quarter, for seven days during theschool summer vacation season in August, radio
exercises were held at the main plaza. 2018 marks thefifth year of organizing this event, all managed by
employees of Yokohama Dia Building Management
Corporation. Despite the record summer heat in 2018,
more than 200 people attended the event, including
senior couples living close by and small children with
their parents before work. In the future, we would like tobring further excitement to the region as a shopping mallclose to the community.

Awards ceremony for Special Recognition Award, the 9th Kanagawa
Tourism Grand Prize

We engaged in joint fire drills with thefire station at Kobe Harborland umie
At Kobe Harborland umie, we engaged in a joint fire drill
with the Kobe Chuo Ward Fire Station on Wednesday,
February 27, 2019, in combination with the spring fire
prevention campaign.
About 90 employees working at Kobe Harborlandumie and 40 firefighters participated in the fire drill.
Based on a simulated situation where an earthquake
had caused a fire inside the building, participants
engaged in escape training and initial fire extinguishment
training using imitation fire extinguishers, as well as
casualty rescue training led by the rescue team and fullwater discharge (spraying at once) training.
A display and photo session featuring fire engines
and ambulances was held in the building after the fire
drill, as well as education activities for local citizens.
Kobe Harborland umie welcomes many customers
every day, and it is important to ensure a swift initial
response by employees and cooperation with firefightersin the event of a disaster or fire.
We aim for our facilities to make customers feelsecure, through raising our everyday disaster prevention
awareness.

Radio exercises

We participate in local cleanup
activities.
Our operating bases nationwide also participated in local
cleanup activities voluntarily. In addition, our Osaka
Branch participated in the local blood donation activities
together with our customers in spring and autumn. We
will strive to contribute to the local communities bycontinuing these activities.

Cleanup activities at the Head Office Cleanup activities in the Harborland
area

Cleanup activities at Fuji Logistics
Co., Ltd.

Blood donation activities at Osaka
BranchFire drill
Mitsubishi Logistics

Environmental and Social Report 201935

Statement Supporting the
UN Global Compact
The Group promotes its CSR activities pursuant to the UN Global
Compact’s 10 principles.

Practice of the UN Global
Compact’s 10 principles
The Group agreed to adhere to the UN Global
Compact (hereinafter “UNGC”) and endorsed approvalin May 2014.
The UNGC is a voluntary
corporate responsibility
initiative for businesses thatare aiming for sustainablegrowth as a responsible
member of society. The UNGC
asks companies to voluntarily
participate in creating a global
framework to take creative
leadership.
At the World Economic Forum in Davos,
Switzerland, in 1999, Kofi Annan, then SecretaryGeneral of the United Nations, proposed thatcompanies should observe the 10 principles in theareas of human rights, labor, the environment andanti-corruption to solve various problems that could
occur due to internationalization and the global
expansion of businesses. In July 2000, the UNGC waslaunched at the UN Headquarters in New York. As ofJune 2019, approximately 13,500 companies andorganizations around the world were members of
UNGC.
Based on its “Code of Conduct,” the Group will
strive to practice the UNGC’s 10 principles as a goodmember of international society.

UNGC’s 10 principles

Human
RightsGlobal Compact Network Japan’s Web site

http://www.ungcjn.org/index.html

36

Mitsubishi Logistics

Environmental and Social Report 2019

Principle 2: Make sure that they are notcomplicit in human rights abuses.
Principle 3: Businesses should uphold thefreedom of association and theeffective recognition of the right tocollective bargaining;Labor

Principle 4: The elimination of all forms offorced and compulsory labor;
Principle 5: The effective abolition of childlabor; andPrinciple 6: The elimination of discrimination in
respect of employment andoccupation.
Principle 7: Businesses should support aprecautionary approach toenvironmental challenges;

Principle 8: Undertake initiatives to promote
greater environmental
Environment
responsibility; andPrinciple 9: Encourage the development anddiffusion of environmentallyfriendly technologies.

Anti-Corruption

Web

Principle 1: Businesses should support andrespect the protection ofinternationally proclaimed humanrights; andPrinciple 10: Businesses should work against
corruption in all its forms,
including extortion and bribery.

Company Profile (As of March 31, 2019)
Company name

Mitsubishi Logistics Corporation

Head OfficeNihonbashi Dia Building, 19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan

Establishment

April 15, 1887

Capital¥22,393 million

Revenue (fiscal 2018)

Consolidated: ¥227.1 billion Non-consolidated: ¥157.4 billion

The number of employeesof the Mitsubishi Logistics
Group

4,466
(excluding 49 workers on leave to work outside the Group, 1,419 temporary staff and 1,207
employees on loan/dispatched from outside the Group)

The number of
employees of theCompany926(excluding 125 employees on leave to work for other companies, 132 temporary staff and 627
employees on loan/dispatched from inside and outside the Group)

Branches

Tokyo, Yokohama, Nagoya, Osaka, Kobe, Fukuoka

Major Businesses

Logistics
Warehousing; trucking; port and harbor operation; international transportation; marine freighttransportation; customs clearance; development, sales, management and administration of logistics
information systems; etc.

Real Estate
Buying, selling, leasing and management of real estate; contracting of construction work, its design andsupervision; operation of parking lots; etc.

Companies in thescope ofconsolidation

Consolidated subsidiaries (51 companies)
Tohoku Ryoso Transportation Co., Ltd., Sairyo Service Co., Ltd., Dia Pharmaceutical Network Co., Ltd.,Tokyo Dia Service Co., Ltd., Dia Systems Corporation, Ryoso Transportation Co., Ltd., Unitrans Ltd.,
Keihin Naigai Forwarding Co., Ltd., Touryo Kigyo Co., Ltd., Fuji Logistics Co., Ltd.,Tokyo Juki Transport Co., Ltd., SII Logistics Inc., Fuji Logistics Support Co., Ltd.,
Kinko Service Co., Ltd., Chubu Trade Warehousing Co., Ltd., Meiryo Kigyo Co., Ltd.,
Ryoyo Transportation Co., Ltd., Kyokuryo Warehouse Co., Ltd., Hanryo Kigyo Co., Ltd.,
Shinryo Koun Co., Ltd., Naigai Forwarding Co., Ltd., Kyushu Ryoso Transportation Co., Ltd.,
Monryo Transport Corporation, Hakuryo Koun Co., Ltd., Seiho Kaiun Kaisha, Ltd.,Saryo Service Co., Ltd., Mitsubishi Logistics America Corporation,
Mitsubishi Warehouse California Corporation, Mitsubishi Logistics Europe B.V., Fuji Logistics Europe B.V.,
Mitsubishi Logistics China Co., Ltd., Shanghai Qingke Warehouse Management Co., Ltd.,
Shanghai Linghua Logistics Co., Ltd., Shanghai Linghua Qingsheng Logistics Co., Ltd.,
Shanghai Lingyun Global Forwarding Co., Ltd. Fuji Logistics (China) Co., Ltd.,
Fuji Logistics (Dalian F.T.Z.) Co., Ltd., Fuji Logistics (Shanghai) Co., Ltd.,
Mitsubishi Logistics Hong Kong Ltd., Fuji Logistics (H.K.) Co., Ltd., Mitsubishi Logistics Thailand Co., Ltd.,
P.T. Mitsubishi Logistics Indonesia, P.T. Dia-Jaya Forwarding Indonesia, Fuji Logistics Malaysia SDN.BHD.,
Dia Buil-Tech Co., Ltd., Yokohama Dia Building Management Corporation, Chubo Kaihatsu Co., Ltd.,
Nagoya Dia Buil-Tech Co., Ltd., Osaka Dia Buil-Tech Co., Ltd., Kobe Dia Maintenance Co., Ltd.,T’ACT Co., Ltd.

Subsidiaries and Affiliates Accounted for by the Equity Method (3 companies)
MY Terminals Holdings, Limited, Kusatsu Soko Co., Ltd., Jupiter Global Limited

Financial Data
Business results (Consolidated)
Operating revenue
250
215.4

227.1

(Unit: ¥billion)

Operating income

Ordinary income

15

20

200

12

150

9

100

6

12.4

Assets (Consolidated)
Total assets

Net assets

600

400

17.3

12.6

16.1

(Unit: ¥billion)

462.0 *1

482.5

15

300

294.5

299.1

2017

2018(fiscal year)

400
10

200
200

3

50

0

5

2017

2018 (fiscal year)

0

2017

2018 (fiscal year)

0

100

2017

2018 (fiscal year)

0

2017

2018(fiscal year)0*1 The Company has applied “Partial Amendments to ‘Accounting Standard for Tax Effect Accounting’” (Accounting Standards Board of Japan Statement
No. 28, February 16, 2018) beginning from fiscal 2018. The amount of total assets shown for fiscal 2017 has been retrospectively adjusted to reflect theapplication of the Standard, etc.

CSR·Compliance Team, General Affairs Division
Nihonbashi Dia Building
19-1, Nihonbashi 1-chome, Chuo-ku, Tokyo 103-8630, Japan
TEL: +81-3-3278-6657
FAX: +81-3-3278-6694

Extended version
The following are some data related to the Mitsubishi Logistics Environmental and Social Report 2019, which was collected at theend of fiscal 2018.

Environmental conservation

Change of total gas mileage at all operational sites of Ryoso Transportation Co., Ltd. (fiscal 2006 to fiscal 2018) (Unit: km/L)

Environmental conservation activity data (by business)*Basic unit denominator (figures from Act on Rationalizing Energy Use, etc.) uses figure that have strong correlations with each business.

Warehousing
and distribution
business
Port and Harbor
Operation
Business
Overlandtransportation
business
Real estatebusiness

Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit

CO2 emissions

Unit
Thousand m2 <Floor area>
Thousand t-CO2
kg-CO2/m2
Thousand tons <Handling tons>
t-CO2
kg-CO2/thousand tons
Million km <Total transportation distance>
Thousand t-CO2
kg-CO2/thousand km
Thousand m2 <Operational area>
Thousand t-CO2
kg-CO2/m2
Thousand t-CO2

Fiscal 2016
1,439
35.0
24.3
18
8
440.3
4.4
3.8
861.5
710
40.4
56.9
79.2

Fiscal 2017
1,444
33.9
23.5
44
9
203.2
4.1
3.6
881.4
681
38.4
56.3
75.9

Fiscal 2018
1,555
32.6
21
55
7
127.8
3.9
3.5
898.2
686
37.1
54
73.2

Environmental conservation data (by usage, by emission type)
Water use (water supply, sewage)

Electricity use

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

Heat use (Heated water, cold water, vapor)(Thousand m3)
1,000(Million kWh)200

(Thousand GJ)
200(Thousand GJ)
100

919

851

823

137

134

136

750

150

500

100

100

250

50

50

25

0

0

0

0

2016

2017

2018 (Fiscal year)

2016

2017

2018 (Fiscal year)

75

150

104.0

100.2

2016

2017

CO2 emissions

Waste emissions (tons)

Waste emissions (m )(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
8

79.2

75

75.9

73.2

2

25

1

0

2016

2017

2018 (Fiscal year)

0

2018 (Fiscal year)

69.5

72.4

2.0

1.7

4
2

2016

2017

2016

2017

Fiscal 2015 Fiscal 2016 Fiscal 2017 Fiscal 2018
Leakageamount2018 (Fiscal year)

0

2.3

2016

1.9
2017

2.6

2018 (Fiscal year)

1,027

468

910

605

The Company’s facilities that have obtained CASBEE Rank A certification or above
Rank
Notes
obtained
1 Sakurajima Distribution Center No. 3 Osaka
CASBEE Osaka
A Osaka City
Institute for Building Environment and2 Tobishima Distribution Center (Phase 1) Nagoya October 2008 CASBEE construction (new) A
Energy Conservation (IBEC)
3 Yokohama Dia Building
Yokohama December 2009 CASBEE YokohamaS
4 Ibaraki Distribution Center No. 3 Osaka October 2012 CASBEE Osaka Prefecture A Osaka Prefecture
Osaka December 2012 CASBEE Osaka Prefecture A Osaka Prefecture
5 Daito Distribution Center
March 2013 CASBEE Saitama Prefecture A Saitama Prefecture
6 Misato Distribution Center No. 2 TokyoA
7 DIACREST MUSASHI-NAKAHARA Head Office October 2013 CASBEE Kawasaki
Head Office September 2014 CASBEE new construction S ERI Co., Ltd.
8 Nihonbashi Dia BuildingA
9 Tobishima Distribution Center (Phase 2) Nagoya September 2015 CASBEE Aichi
Osaka February 2017 CASBEE Kyoto
A Kyoto City
10 DIACREST KYODAI-KUMANO
Kobe
March 2018 CASBEE Kobe
A
11 Seishin Distribution Center
July 2018 CASBEE Osaka Prefecture A Osaka Prefecture
12 Ibaraki Distribution Center No. 4 Osaka
Osaka March 2019 CASBEE Osaka Prefecture A Osaka Prefecture, carpark building is Rank B
13 DIACREST KOKUJUN-KENTO

Number

2009

2010

2011

2012

Vehicles forbusiness use

2.45(100.0)2.59(105.6)

2.63(107.5)

2.58(105.5)2.59(105.7)2.52(102.9)Fiscal year

2013

2014

2015

2016

2017

2018

Vehicles forbusiness use

2.48(101.3)

2.53(103.4)2.62(107.0)2.65(108.2)2.70(110.3)2.60(105.8)

Parentheses indicate index numbers setting the mileage for fiscal 2006 as 100.0.

Promotion of CSR

Logistics
Real Estate
IR
CSR
Other
Total

Name of facility

BranchCompletionmonth
March 2008

Unit: case
Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
2
6
7
0
1
3
5
8
6
3
2
2
5
3
7
15
20
25

Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
Awareness surveys concerning
CSR and compliance
In-house
Domestic Group companies
Total

1,458
1,807
3,265

1,426
1,869
3,295

1,517
1,882
3,399

Organizational Governance

110.3
107.5
105.6

107.0

105.5 105.7
102.9

2008

2009

2010

2011

2012

108.2
105.8

103.4
101.3

2013

2014

2015

2016

2017

2018 (Fiscal year)

Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements

1,421
2,745
81
4,247

Number of persons participated in compliance lecture for
Unit: persons
prevention of insider trading
Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
49
50
59

In-house

Number of respondents to information security questionnaire
Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
Number of questionnaires conducted
Twice
Twice
Once
Number of respondents
2,887
3,271
3,431

Number of persons participated in compliance lecture for the Act
against Delay in Payment of Subcontract Proceeds, etc. Unit: persons
Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
In-house
757
801
846
Domestic Group companies
1,047
1,019
1,033
Total
1,804
1,820
1,879

Provision of Safe, High-Quality and Useful Services

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

Check on status of compliancewith Code of Conduct
In-house
Domestic Group companies
Overseas Group companies
Total

114
112
110
108
106
104
102 100.0
100
98
96
94
2006

Fulfillment of Sincere and Fair Business Activities

Number of news releases

2018 (Fiscal year)*Calculation standard
Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the port and harbor operation business and the real estate business are
based on the reported values in the Company’s report based on the Act on Rationalizing Energy Use.
The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
Although the overland transportation business is not under the Act on Rationalizing Energy Use, fuel, CO2 emissions and basic unit denominator were calculated for one of the Company’s major trucking subsidiaries
based on the standard in the Act on Rationalizing Energy Use.
Business sites for the port and harbor operation business were restricted to three places where the Company is in charge of transportation referenced to the Act on Rationalizing Energy Use.
For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Act on Rationalizing Energy Use) were added.
The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the standard of the Act on Rationalizing Energy Use.
For water use, the volume of water used by the Company is indicated. The waste emission shows the volume of waste emitted by part of the Company (excluding the real estate business, etc.) and by some of theGroup companies.

Calculated leakage amount of fluorocarbons Unit:t-CO2

2008

Number of persons participated in awareness surveys aimed atdisseminating the corporate philosophy and better understanding
Unit: personsof CSR and compliance.

50

6

2.1

2006

3

3

50

94.3

73.7

Fiscal year

1,499
2,671
74
4,244

1,565
2,646
80
4,291

Number of persons participated in training for earthquake measures

Execution period
Place
Number of participants

Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
February,
February,—
March 2018 March 2019
Nagoya Branch, Tokyo Branch,—
Osaka Branch, Yokohama Branch,
Fukuoka Branch Kobe Branch
Total of
Total of—around 70
around 110

Support/relief goods logistics base facilities

CASBEE name, etc.

Respect for Human Rights
Number of persons participated in human rights awareness course
Unit: persons
to spread awareness for human rights
Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
Human rights awareness course
49
53
58

Block

BranchFacility name

Tokyo
Kanto

Tokai

Kinki
KyushuAomi Distribution Center No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Distribution Center
Honjoh Warehouse
Osaka Sakurajima Distribution Center No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Distribution Center

Mitsubishi Logistics

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Environmental and Social Report 2019

Extended version
The following are some data related to the Mitsubishi Logistics Environmental and Social Report 2019, which was collected at theend of fiscal 2018.

Environmental conservation

Change of total gas mileage at all operational sites of Ryoso Transportation Co., Ltd. (fiscal 2006 to fiscal 2018) (Unit: km/L)

Environmental conservation activity data (by business)*Basic unit denominator (figures from Act on Rationalizing Energy Use, etc.) uses figure that have strong correlations with each business.

Warehousing
and distribution
business
Port and Harbor
Operation
Business
Overlandtransportation
business
Real estatebusiness

Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit
Basic unit denominator
CO2 emissions
CO2 emissions basic unit

CO2 emissions

Unit
Thousand m2 <Floor area>
Thousand t-CO2
kg-CO2/m2
Thousand tons <Handling tons>
t-CO2
kg-CO2/thousand tons
Million km <Total transportation distance>
Thousand t-CO2
kg-CO2/thousand km
Thousand m2 <Operational area>
Thousand t-CO2
kg-CO2/m2
Thousand t-CO2

Fiscal 2016
1,439
35.0
24.3
18
8
440.3
4.4
3.8
861.5
710
40.4
56.9
79.2

Fiscal 2017
1,444
33.9
23.5
44
9
203.2
4.1
3.6
881.4
681
38.4
56.3
75.9

Fiscal 2018
1,555
32.6
21
55
7
127.8
3.9
3.5
898.2
686
37.1
54
73.2

Environmental conservation data (by usage, by emission type)
Water use (water supply, sewage)

Electricity use

Fuel use (City gas, LP (Liquefied Petroleum) gas, kerosene, heavy oil, diesel oil, gasoline)

Heat use (Heated water, cold water, vapor)(Thousand m3)
1,000(Million kWh)200

(Thousand GJ)
200(Thousand GJ)
100

919

851

823

137

134

136

750

150

500

100

100

250

50

50

25

0

0

0

0

2016

2017

2018 (Fiscal year)

2016

2017

2018 (Fiscal year)

75

150

104.0

100.2

2016

2017

CO2 emissions

Waste emissions (tons)

Waste emissions (m )(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
8

79.2

75

75.9

73.2

2

25

1

0

2016

2017

2018 (Fiscal year)

0

2018 (Fiscal year)

69.5

72.4

2.0

1.7

4
2

2016

2017

2016

2017

Fiscal 2015 Fiscal 2016 Fiscal 2017 Fiscal 2018
Leakageamount2018 (Fiscal year)

0

2.3

2016

1.9
2017

2.6

2018 (Fiscal year)

1,027

468

910

605

The Company’s facilities that have obtained CASBEE Rank A certification or above
Rank
Notes
obtained
1 Sakurajima Distribution Center No. 3 Osaka
CASBEE Osaka
A Osaka City
Institute for Building Environment and2 Tobishima Distribution Center (Phase 1) Nagoya October 2008 CASBEE construction (new) A
Energy Conservation (IBEC)
3 Yokohama Dia Building
Yokohama December 2009 CASBEE YokohamaS
4 Ibaraki Distribution Center No. 3 Osaka October 2012 CASBEE Osaka Prefecture A Osaka Prefecture
Osaka December 2012 CASBEE Osaka Prefecture A Osaka Prefecture
5 Daito Distribution Center
March 2013 CASBEE Saitama Prefecture A Saitama Prefecture
6 Misato Distribution Center No. 2 TokyoA
7 DIACREST MUSASHI-NAKAHARA Head Office October 2013 CASBEE Kawasaki
Head Office September 2014 CASBEE new construction S ERI Co., Ltd.
8 Nihonbashi Dia BuildingA
9 Tobishima Distribution Center (Phase 2) Nagoya September 2015 CASBEE Aichi
Osaka February 2017 CASBEE Kyoto
A Kyoto City
10 DIACREST KYODAI-KUMANO
Kobe
March 2018 CASBEE Kobe
A
11 Seishin Distribution Center
July 2018 CASBEE Osaka Prefecture A Osaka Prefecture
12 Ibaraki Distribution Center No. 4 Osaka
Osaka March 2019 CASBEE Osaka Prefecture A Osaka Prefecture, carpark building is Rank B
13 DIACREST KOKUJUN-KENTO

Number

2009

2010

2011

2012

Vehicles forbusiness use

2.45(100.0)2.59(105.6)

2.63(107.5)

2.58(105.5)2.59(105.7)2.52(102.9)Fiscal year

2013

2014

2015

2016

2017

2018

Vehicles forbusiness use

2.48(101.3)

2.53(103.4)2.62(107.0)2.65(108.2)2.70(110.3)2.60(105.8)

Parentheses indicate index numbers setting the mileage for fiscal 2006 as 100.0.

Promotion of CSR

Logistics
Real Estate
IR
CSR
Other
Total

Name of facility

BranchCompletionmonth
March 2008

Unit: case
Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
2
6
7
0
1
3
5
8
6
3
2
2
5
3
7
15
20
25

Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
Awareness surveys concerning
CSR and compliance
In-house
Domestic Group companies
Total

1,458
1,807
3,265

1,426
1,869
3,295

1,517
1,882
3,399

Organizational Governance

110.3
107.5
105.6

107.0

105.5 105.7
102.9

2008

2009

2010

2011

2012

108.2
105.8

103.4
101.3

2013

2014

2015

2016

2017

2018 (Fiscal year)

Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements

1,421
2,745
81
4,247

Number of persons participated in compliance lecture for
Unit: persons
prevention of insider trading
Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
49
50
59

In-house

Number of respondents to information security questionnaire
Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
Number of questionnaires conducted
Twice
Twice
Once
Number of respondents
2,887
3,271
3,431

Number of persons participated in compliance lecture for the Act
against Delay in Payment of Subcontract Proceeds, etc. Unit: persons
Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
In-house
757
801
846
Domestic Group companies
1,047
1,019
1,033
Total
1,804
1,820
1,879

Provision of Safe, High-Quality and Useful Services

Number of persons participated in check aimed at dissemination
Unit: personsof awareness of compliance

Check on status of compliancewith Code of Conduct
In-house
Domestic Group companies
Overseas Group companies
Total

114
112
110
108
106
104
102 100.0
100
98
96
94
2006

Fulfillment of Sincere and Fair Business Activities

Number of news releases

2018 (Fiscal year)*Calculation standard
Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business, the port and harbor operation business and the real estate business are
based on the reported values in the Company’s report based on the Act on Rationalizing Energy Use.
The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
Although the overland transportation business is not under the Act on Rationalizing Energy Use, fuel, CO2 emissions and basic unit denominator were calculated for one of the Company’s major trucking subsidiaries
based on the standard in the Act on Rationalizing Energy Use.
Business sites for the port and harbor operation business were restricted to three places where the Company is in charge of transportation referenced to the Act on Rationalizing Energy Use.
For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company under the Act on Rationalizing Energy Use) were added.
The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the standard of the Act on Rationalizing Energy Use.
For water use, the volume of water used by the Company is indicated. The waste emission shows the volume of waste emitted by part of the Company (excluding the real estate business, etc.) and by some of theGroup companies.

Calculated leakage amount of fluorocarbons Unit:t-CO2

2008

Number of persons participated in awareness surveys aimed atdisseminating the corporate philosophy and better understanding
Unit: personsof CSR and compliance.

50

6

2.1

2006

3

3

50

94.3

73.7

Fiscal year

1,499
2,671
74
4,244

1,565
2,646
80
4,291

Number of persons participated in training for earthquake measures

Execution period
Place
Number of participants

Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
February,
February,—
March 2018 March 2019
Nagoya Branch, Tokyo Branch,—
Osaka Branch, Yokohama Branch,
Fukuoka Branch Kobe Branch
Total of
Total of—around 70
around 110

Support/relief goods logistics base facilities

CASBEE name, etc.

Respect for Human Rights
Number of persons participated in human rights awareness course
Unit: persons
to spread awareness for human rights
Fiscal 2016
Fiscal 2017
Fiscal 2018
achievements achievements achievements
Human rights awareness course
49
53
58

Block

BranchFacility name

Tokyo
Kanto

Tokai

Kinki
KyushuAomi Distribution Center No. 1
Daikoku Warehouse B
Yokohama
Daikoku Warehouse C
Kinjoh Warehouse
Nagoya Tobishima Distribution Center
Honjoh Warehouse
Osaka Sakurajima Distribution Center No. 1
Rokko Warehouse D
Kobe
Rokko Warehouse E
Chuo Futo Warehouse
Fukuoka
Tosu Distribution Center

Mitsubishi Logistics

Year/month of
construction
1997.6
1988.1
1994.4
1994.5
2008.11
1992.1
1998.3
1988.1
1993.10
1995.10
2003.4

Area used fortransportation of
support/relief goods
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2
1,000m2

Environmental and Social Report 2019

Mitsubishi Logistics Corporation Environmental and Social Report 2019GRI Standards reference table(Lists mainly “Core” options)

General Disclosures
Disclosure
number

Disclosure contents

Reference
page number

Contents

1. Organizational Profile
102-1

a. Name of the organization.

P. 37

Company Profile

102-2

a. A description of the organization’s activities.
b. Primary brands, products and services, including an explanation of any products or services
that are banned in certain markets.

P. 4-5Introduction ofBusinesses

102-3

a. Location of the organization’s headquarters.

P. 37

Company Profile

102-4

a. Number of countries where the organization operates, and the names of countries where it has
significant operations.

P. 37

Company Profile

102-5

a. Nature of ownership and legal form.

P. 37

Company Profile

102-6

a. Markets served, including:i. geographic locations where products and services are offered;ii. sectors served;
iii. types of customers and beneficiaries.

P. 37

Company Profile

102-7

a. Scale of the organization, including:i. total number of employees;
ii. total number of operations;iii.	net sales (for private sector organizations) or net revenues (for public sector organizations);iv.	total capitalization (for private sector organizations) broken down in terms of debt andequity;v. quantity of products or services provided.

P. 37

Company Profile
Financial Data

102-8

a. Total number of employees by employment contract (permanent and temporary), by gender.
b. Total number of employees by employment contract (permanent and temporary), by region.
c. Total number of employees by employment type (full-time and part-time), by gender.
d. Whether a significant portion of the organization’s activities are performed by workers who are
not employees. If applicable, a description of the nature and scale of work performed byworkers who are not employees.
e. Any significant variations in the numbers reported in Disclosures 102-8-a 102-8-b and 102-8-c(such as seasonal variations in the tourism or agricultural industries).
f . An explanation of how the data have been compiled, including any assumptions made.

P. 15
P. 37

Status of employees
Company Profile

102-9

a. A description of the organization’s supply chain, including its main elements as they relate to theorganization’s activities, primary brands, products, and services.

P. 4-5Introduction ofBusinesses

102-10a. Significant changes to the organization’s size, structure, ownership, or supply chain, including:i.	Changes in the location of, or changes in, operations, including facility openings, closings,
and expansions;ii.	Changes in the share capital structure and other capital formation, maintenance, andalteration operations (for private sector organizations);iii.	Changes in the location of suppliers, the structure of the supply chain, or relationships with
suppliers, including selection and termination.

P. 11
P. 25

Opening of Ibaraki
Distribution Center No.
4 in OsakaP. 12-13
102-11a. Whether and how the organization applies the Precautionary Principle or approach.

102-12a. A list of externally-developed economic, environmental and social charters, principles, or otherinitiatives to which the organization subscribes or which it endorses.

102-13a. A list of the main memberships of industry or other associations, and national or international
advocacy organizations.

P. 27-31

Organizational
Governance
Provision of Safe, HighQuality and UsefulServices

P. 36

Statement Supporting
the UN Global Compact——

2. Strategy
102-14a. A statement from the most senior decision-maker of the organization (such as CEO, chair, or
equivalent senior position) about the relevance of sustainability to the organization and its
strategy for addressing sustainability.

P. 2-3

Top Message

P. 6-8Promotion of CSR,
MLC2030 Vision

P. 12

Organizational
governance
CSR and Compliance
Committee

3. Ethics and integrity
102-16

a. A description of the organization’s values, principles, standards, and norms of behavior.

4. Governance102-18a. Governance structure of the organization, including committees of the highest governancebody.
b. Committees responsible for decision-making on economic, environmental, and social topics.

P. 13

Mitsubishi Logistics Corporation Environmental and Social Report 2019 GRI Standards reference table (lists mainly “Core” options)Disclosure
number

Disclosure contents

Reference
page number

Contents—

5. Stakeholder engagement102-40a. A list of stakeholder groups engaged by the organization.

—

102-41a. Percentage of total employees covered by collective bargaining agreements.

—

—

P. 6

Stakeholders recognizedby the Mitsubishi
Logistics Group
Seven Principles ofSocial Responsibility

102-42a. The basis for identifying and selecting stakeholders with whom to engage.
P. 7

102-43a. The organization’s approach to stakeholder engagement, including frequency of engagement by
type and by stakeholder group, and an indication of whether any of the engagement wasundertaken specifically as part of the report preparation process.

——102-44a. Key topics and concerns that have been raised through stakeholder engagement, including:i. 	how the organization has responded to those key topics and concerns, including through its
reporting;ii.	the stakeholder groups that raised each of the key topics and concerns.

——

6. Reporting practice102-45a. A list of all entities included in the organization’s consolidated financial statements or equivalent
documents.
b. Whether any entity included in the organization’s consolidated financial statements or equivalent
documents is not covered by the report.

P. 37

Company Profile

102-46a. An explanation of the process for defining the report content and the topic Boundaries.
b. An explanation of how the organization has implemented the Reporting Principles for defining
report content.

P. 1

Editorial Policy

102-47a. A list of the material topics identified in the process for defining report content.

——

102-48a. The effect of any restatements of information given in previous reports, and the reasons for such
restatements.

——

102-49a. Significant changes from previous reporting periods in the list of material topics and topic
Boundaries.

——

102-50a. Reporting period for the information provided.

P. 1

Editorial Policy

102-51a. If applicable, the date of the most recent previous report.

P. 1

Editorial Policy

102-52

a. Reporting cycle.

P. 1

Editorial Policy

102-53a. The contact point for questions regarding the report or its contents.

P. 1

Editorial Policy

102-54a. The claim made by the organization, if it has prepared a report in accordance with the GRI
Standards, either:i. ‘This report has been prepared in accordance with the GRI Standards; Core option’;
ii.	‘This report has been prepared in accordance with the GRI Standards: Comprehensive
option.’——102-55a. The GRI content index, which specifies each of the GRI standards used and lists all disclosures
included in the report.
 or each disclosure, the content index shall include:b. F
i. the number of the disclosure (for disclosures covered by the GRI Standards);ii.	the page number(s) or URL(s) where the information can be found, either within the report orin other published materials;
iii.	if applicable, and where permitted, the reason(s) for omission when a required disclosure
cannot be made.

——102-56a. A description of the organization’s policy and current practice with regard to seeking external
assurance for the report.
b. If the report has been externally assured:i.	A reference to the external assurance report, statements, or opinions. If not included in theassurance report accompanying the sustainability report, a description of what has and what
has not been assured and on what basis, including the assurance standards used, the levelof assurance obtained, and any limitations of the assurance process;ii.	The relationship between the organization and the assurance provider;iii.	Whether and how the highest governance body or senior executives are involved in seeking
external assurance for the organization’s sustainability report.

——

Reference
page number

Contents——

Management Approach
Disclosure
number

Disclosure contents

General requirements for reporting the management approach

103-1

a. An explanation of why the topic is material.
b. The Boundary for the material topic, which includes a description of:i. where the impacts occur;ii.	the organization’s involvement with the impacts. For example, whether the organization has
caused or contributed to the impacts, or is directly linked to the impacts through its business
relationships.
c. Any specific limitation regarding the topic Boundary.